Aligning Performance Levers for Breakthrough Sales Results 08-2011

Aligning Performance Levers For Breakthrough Sales Results Mike Kunkle August 2011

Performance Levers The PlanAgenda Overview:  Background, Definition, Six-Project Approach, Why It’s Worth the Effort Walk-through of the Six Projects Case Example Appendix with Helpful Resources “Everybodys got plans... until they get hit.” Mike Tyson 2 2

Performance Levers Overview | Definition A sad but true tale “Karen, we need sales training!” Karen reviews sales training. 3

Performance Levers Overview | Definition A sad but true tale Karen selects sales training. Note: Miller Heiman is a fine company. This is neither an endorsement nor a condemnation. 4

Performance Levers Overview | Definition A sad but true tale Karen delivers sales training. Training Expenses 5

Performance Levers Overview | Definition A sad but true tale “Karen, what happened!?” 6

Performance Levers Overview | Definition  A sad but true tale A XeroxAccording to a Sales Performance International study, most sales professionals forget at least study50% of what they learned in training programs in less than five weeks. For over 44% of 6,000 showed “Karen, what happened!?” sales professionals surveyed, they forget in less than one month. Further, salespeople only that 87% of remember 16% of content from sales training workshops after only 90 days. the knowledge According to ES Research Group, 85-95% learned in sales of sales training results in no long-term training is lost within impact in performance. 12 weeks. A study at Columbia University found that up to 95% of what is taught in training programs is Something needs to change! wasted through a failure to transfer learning to the workplace. 7

Performance Levers Overview | Definition An alternative Performance Lever Alignment Performer Organization Analysis Function Performance Sales & Sales Lever Manager Alignment Selection Position The Six Performance Lever Projects Task Sales & Sales Performance Manager Lever Training Identification Real Sales Best Practices Performance Capture Improvement 8

Performance Levers Overview | DefinitionPerformance Levers Critical competencies, knowledge, skills, behaviors and conditions which must be present for ethical, sustained high-performance to occur. Conditions include other organizational elements such as compensation, processes, policies, systems, technology, tools, culture, and more.Examples: Appointment Setting Competencies Knowledge Skill/Behaviors Conditions Assertiveness  How products work  Tracking lead results  Compensation Attitude  How to organize leads  Setting appointments  Processes, Policies & Procedures Energy Level  How to set appointments  Opening a sales call  Systems, Technology & Tools Verbal Skill  How to use collateral  Probing for needs  Performance Management Sociability  Sales process stages  Presenting solutions  Reporting Independence  How to get answers  Negotiating  And more… 9

Performance Levers Overview | Definition Imagine an 8-cylinder engine, firing on all 8 cylinders. 1 8 2 7 3 6 4 5 10 10

Performance Levers Overview | Definition What happens if it’s only firing on 4 cylinders? 1 8 2 7 3 6 4 5 11 11

Performance Levers Overview | Definition What if more than one system isn’t working right? System 1  Engine System 2  Drive Train 12 12

Performance Levers Overview | Definition How is this different in organizations? System 1 System 2  Hiring  Learning | Development System 3  Compensation System 4  Processes System 5  Coaching | Management System Et Cetera  And More… 13 13

Performance Levers Overview | Definition How is this different in organizations? It’s Not! 14 14

Performance Levers Overview | Definition Types of Levers It’s “Systems Thinking”  Organization (Company) Organization  Function (Department) Function  Position (Role / Job) • Task (subset) Position TaskCompetencies Knowledge Skill/Behaviors Conditions Assertiveness  How products work  Tracking lead results  Compensation Attitude  How to organize leads  Setting appointments  Processes, Policies & Procedures Energy Level  How to set appointments  Opening a sales call  Systems, Technology & Tools Verbal Skill  How to use collateral  Probing for needs  Performance Management Sociability  Sales process stages  Presenting solutions  Reporting Independence  How to get answers  Negotiating  And more.. http://en.wikipedia.org/wiki/Systems_Thinking 15 15

O Performance Levers F P T Overview | DefinitionSales Training + Levers = Sales Effectiveness Sales Training Sales Effectiveness *  Is an important part of “sales effectiveness”  Includes much more than training  Preceded by a training needs analysis  Preceded by a performance gap analysis  Based on learning objectives  Based on performance objectives  Improves workplace behaviors and  Improves knowledge, skills, or attitudes outcomes  Requires instructional design and/or  Also requires performance consulting skills training delivery skills  Output includes courses, curricula, training  Output includes learning systems, events (e-learning, self-directed, processes, policies, technology, systems, classroom/instructor-led, field training) best practices and more  Tactical: Focused on who, what, why, how,  Strategic: Focused on organizational when & where alignment to support high performance * Also referred to as Sales Force Effectiveness, Sales Enablement or Sales Performance Development 16

O Performance Levers F P T Overview | DefinitionWhere to Start? I used to consider… What can you control (or most strongly influence)? Within that span:  What is the easiest win? (low-hanging fruit)  Where is the biggest gain? (most mileage)  What is the biggest pain? (biggest problem solved)Logical… but these days, to get started… 17 17

O Performance Levers F P T Overview | Definition…I Suggest This: Get sourcing, selection, and promoting right:  Identify the right competencies by role (sales/mgt) Selection  Upgrade processes for sourcing and hiring employees  Upgrade processes for developing and promoting employees Do a Position-level Performance Lever analysis:  Put strong focus here - on the Position levers Position  Identify Levers, capture Best Practices and upgrade learning systems  Get this right for frontline Sales & Sales Management Roles Levers  Align as many supporting organizational levers as you can  Show results  Then start “tying strings” (aligning) to other levers and functions Pure training task analysis: Identify Levers, capture Best Practices and: Task  Conduct a great task analysis Importance Difficulty Frequency Levers  Write the tasks into training  Gather importance, difficulty and frequency to make good training decisions 18 18

O Performance Levers F P T Overview | DefinitionSelection + Sales & Management Levers + Supporting Org Levers Train the Sales Select for the Position Levers Competencies Train the Sales Management Levers Territory Consultative What & How to Train Competencies Sales Planning Align Management Selling Compensation How to Diagnose Levers Account Technology & Pipeline Account Selection Tool Use Management Development How to Coach Remove Policy & How to Manage SOP Barriers Performance Improve Internal Track Success Service Metrics Note: These are just examples and may not be right for your organization 19

O Performance Levers F P T Overview | DefinitionWhat are They in Your World? Start Thinking Now….Varies by Role But What Should You Add / Subtract For Your Company?Will Include…  Document and discuss ideas with top producers & leaders Hiring Competencies  Agree on a hypothesis Recruiting | Selection  Perform the analysis | Conduct the research Compensation – Survey(s) Reporting – Interviews | Focus GroupsAnd May Include… – Observation Product Knowledge Setting Goals & Objectives Your Performance Lever Mix Lead Management Technology | Tools Account Selection Consultative Selling Skills Pipeline Management Account Management Account Development Follow-up | Follow-through Training | Coaching Action Planning …and more… 20 20

Performance Levers Overview | DefinitionHigh-Level Overview: DIY “How To” Performer Analysis (Who To Study) Sales & Sales Manager Selection (How to Select, Promote & Develop)  Assessments, competencies, sourcing, interviewing, selection, tracking, validation Performance Lever Identification (What Really Drives Performance)  Interviews to create hypotheses for Performance Levers (sales reps & sales managers)  Surveys to confirm / hone Performance Levers Best Practices Capture (Details of Each Position/Task Lever)  Interviews / focus groups / observation to gather Best Practices (Re)Design Training for Sales & Sales Managers (Share the Knowledge)  Learning systems: pre-work, training, post-work, reinforcement, measurement, reporting Align Other Levers (Support the Levers Every Way Possible)  Measure, report, feedback, adjust, repeat Which becomes…. 21

Performance Levers Overview | Definition – The Six Projects Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 22

Performance Levers Overview – Why Go Through All This?Just a few of the many reasons… Better hiring | shorter-ramp up for new hires and promotions Geometric growth for incumbents (vs. incremental) Greater customer satisfaction & loyalty Break out of “80/20 prison” Improve “average” performance levels across the organization Rewards and incentives that drive the right behavior Systemic alignment fosters clarity and focus – people “feel better” (reduced frustration and cognitive dissonance)But most importantly, we do it for the bottom-line results… 23 23

Performance Levers Overview – Why Go Through All This?The Outcome | Bottom-line Results (Real Examples): A $398MM sales revenue increase, a $9.96MM net profit increase and a 400% return on investment Increased sales per rep by 47% through changes in territory management and sales coaching Increased sales results 600% over previous year while decreasing net operating expenses by 21% Improved average profitability per rep by 11% in 4 months Improved processing efficiency (order pull-through) by 16% in 6 months. Newly-hired and trained 4-month employees outperformed a control group of untrained 5-year employees Increased loans closed per FTE in the 3-month period after training by 2.3 per month (average revenue increase of $183K per class or $36.6MM in 12 months) 24 24

Performance Levers DIY | How To – The Six Projects Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 25

Performance Levers DIY | How To – Performer Analysis Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 26

Performance Levers DIY | How To – Performer Analysis Performer Analysis Performer Analysis  WHAT: Identify top, average & low producing sales reps.Performance Sales & Sales Lever Manager Identify top, average & low producing sales Alignment Selection managers.  HOW: Analyze a year of sales data & create a weighted scoring system across multiple metrics/products.Sales & Sales Performance Manager Lever Some discussion & surveys with managers. Training Identification  WHY: Best Provides a mix of performers to study in various Practices ways, to determine true differentiating factors. Capture 27

Performance Levers DIY | How To – Performer AnalysisExample of Performer Categories n= New = >30 days, <271 days Top New Reps Often “top” includes tiers: 39 Top = In the Top Quartile of all metrics  4% | 10% | 15% | 25% Seasoned = >365 days (many 5+ years)Top Seasoned Reps 307 Top = In the Top Quartile of all metrics Average Reps Selected randomly, between mean and median production 298Low Producer Reps Selected randomly from the bottom 20% 348Top SM Producers Top = In the Top Quartile of all metrics, personal production 15 Top SM Team Top = Top Quartile all metrics, w/o SM results + survey of their Mgr 52 Managers Top = In Top Producer group personally + Top Quartile all metrics w/o SM Top SM Both 5 results + survey of their MgrAverage SM (Team) Selected randomly, between mean and median production 79Low Performing SM Selected randomly from the bottom 20% 32 (Team) 28

Performance Levers DIY | How To – Performer AnalysisExample of Sales Metrics Metrics Quarterly Weighting * Create a weighted scoring system… # of Sales Med-High (2-3) $ Volume Low (1) Pull-Through Rate Med (1-2) Avg # Sales/Day/Rep High (3-4) Avg $ Vol/Day/Rep Med-High (2-3) Cross-Sell Percent Med (1-2) * Review the last 12 months & the last quarter. Weight the quarter more heavily. Blend the scores. 29

Performance Levers DIY | How To – Performer AnalysisExample of Analysis – Sales Reps Low High 4th Quartile Mean Avg. Sort Descending Median Highlight 4th Quartile Apply Weighting Repeat & Total 30

Performance Levers DIY | How To – Performer AnalysisExample of Analysis – Sales Reps Low High 4th Quartile Mean Avg. Sort Descending Median Highlight 4th Quartile Apply Weighting Repeat & Total 31

Performance Levers DIY | How To – Performer AnalysisExample of Analysis – Sales ManagersConsider things like: Avg Productivity  Avg # and $/rep /time Engagement: % of team producing and/or goal %/rep Total Team Sales: $ and # Avg Time to 1st Sale (new reps) Pipeline Stats & Pull-through % Cross-sell Ratios or Penetration Trend Indicators (actual # last month, avg/month over 13 weeks, avg/month past year) Survey Their Managers  Remove the “luck” factor  Remove “inherited territory”  Remove “one great rep” 32

Performance Levers DIY | How To – Performer Analysis Partner with Smart People with SAS, SPSS, or Minitab * to Crunch Data for Validity, as Needed* Of course, learning research methodology and statistics is a viable option for the brave… 33 33

Performance Levers DIY | How To – Sales & Manager Selection Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 34

Performance Levers DIY | How To – Sales & Manager Selection Sales & Sales Manager Selection Performer Analysis  WHAT: Psychometric assessments that measure thinking styles, behavioral traits and interest.Performance Sales & Sales Lever Manager Alignment Selection  HOW: Most vendors now offer online assessments.  WHY: The assessments will help you identify competencies. You can identify statisticallySales & Sales Performance validated patterns that predict success, based Manager Lever Training Identification on your top performers. You can use the results to further develop & Best coach your current leaders. Practices You can better identify future leaders, who are Capture like your very best today. 35

Performance Levers DIY | How To – Sales & Manager SelectionMethods Competency Identification Interview Methods Other Checks Psychometric Assessments Job Matching Blended Models My Favorite? Blended w/ Psychometric + Job MatchingSources: Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90 Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Winter 1991, p.703. Michigan State University’s School of Business. 36

Performance Levers DIY | How To – Sales & Manager SelectionPsychometric Assessments Thinking | Cognitive Factors Behavioral Traits One-third of the Occupational Interests Hiring DecisionGet it right: Normative vs. Ipsative Focus on Predictive Validity Use the same Performer Categories from your other Analysis  Compare top | middle | bottom to look for differentiating factors Hire, develop and promote based on those factors, as well as performance data (whenever possible) Bring in experts 37

Performance Levers DIY | How To – Performance Lever Identification Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Other Performance Lever Alignment Best Practices Capture 38

Performance Levers DIY | How To – Performance Lever Identification Performance Lever Identification Performer Analysis  WHAT: Identify the knowledge, skills, behaviors or conditions that must exist for ethical, sustained,Performance Sales & Sales Lever Manager high performance to occur. Alignment Selection Formulate hypotheses about what the levers are for frontline sales and sales management roles. Confirm and validate the levers through research.  HOW: Through discussion, surveys, interviews, focusSales & Sales Performance Manager Lever groups, and observation of frontline sales reps Training Identification and their managers. Best  WHY: Practices This will confirm where to focus your efforts Capture capturing Best Practices, which provides training content. 39

Performance Levers DIY | How To – Performance Lever IdentificationFormulating the Hypotheses Start with some known practices Talk with:  Executives  Other leaders  Frontline sales reps  Frontline sales managers  Sales operations and support staff  And possibly, customers Label the big buckets and detail the tasks Don’t get married – you’re just dating Build the surveys to confirm the hypotheses 40

Performance Levers DIY | How To – Performance Lever Identification Identify the high-levelSurvey Design Performance Levers (hypotheses) Document the potential tasks for the Performance Lever Ask what you’ve missed 41

Performance Levers DIY | How To – Performance Lever IdentificationSurvey Design Clearly define Performance Lever Define the role Add instructions for completing the survey 42

Performance Levers DIY | How To – Performance Lever IdentificationSurvey Design (Scales) Rate the statement provided. Using empathy statements to acknowledge a prospect’s situation/feelings How much do you agree it’s a Performance Lever? If rated 1-2, next question. If rated 3-5:  Importance & Difficulty And in some cases:  Frequency: Actual & Should In addition, you should ask what you missed, by Lever, and a handful of other questions – such as normal demographics & Continue | Start | Stop. 43

Performance Levers DIY | How To – Performance Lever Identification Look Familiar? Partner with Smart People with SAS, SPSS, or Minitab * to Crunch Data for Validity, as Needed* Of course, learning research methodology and statistics is STILL a viable option for the brave… 44 44

Performance Levers DIY | How To – Best Practices Capture Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 45

Performance Levers DIY | How To – Best Practices Capture Best Practices Capture Performer Analysis  WHAT: Document the best practices and differentiating behaviors of top performers, which can bePerformance Sales & Sales Lever Manager replicated and trained. Alignment Selection  HOW: Through discussion, interviews, focus groups and observation of the frontline sales reps and managers identified during Performer Analysis.Sales & Sales Manager Performance Lever  WHY: Training Identification To share best practices broadly and (re)design training around them. Best Practices Capture 46

Performance Levers DIY | How To – Best Practices CaptureData Collection Methods Interviews  In-person, phone, webinar Focus Groups Getting the Straight Scoop  In-person, webinar  What really happens “out there”  Account for the Hawthorne effect Field Observation  Trust, truth and strict confidentiality  5-10 top performers  Autonomy, mastery and purpose *  3 average  2 in ninth decile  More, pending time, resources & budget * Thank you, Daniel Pink (author of Drive) 47

Performance Levers DIY | How To – Sales & Sales Manager Training Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 48

Performance Levers DIY | How To – Sales & Sales Manager Training Sales & Sales Manager Training Performer Analysis  WHAT: (Re)design sales and sales management training (learning systems) around your best practices.Performance Sales & Sales Lever Manager Ensure that your training includes the right Alignment Selection content and produces ethical, sustainable, high performance in the real world.  HOW: Develop courses and implement learning and transfer systems, incorporating what you’veSales & Sales Performance Manager Lever learned in this research. Training Identification  WHY: Best To improve training, further share best Practices practices, and improve work performance of Capture frontline sales reps and sales managers. 49

Performance Levers DIY | How To – Sales & Sales Manager TrainingSales Training is the Easy Part Teach Position Performance Levers and Tasks!Teach sales reps: If new, yes, do onboarding and orientations, but then… Focus on the major Performance Levers Teach the Performance Lever Tasks Create and share Performance Support Share Knowledge but Focus on Behaviors & Skills Build-in extensive Transfer Plans Teach Them The Replicable Best Practices of Top Performers 50

Performance Levers DIY | How To – Sales & Sales Manager TrainingAs You Develop Sales Manager Training, Remember… Frontline Sales Management is the Pivotal Role!Teach managers: What you teach reps (in advance) How to diagnose and identify issues with Performance Levers How to coach to improve levers (behavioral coaching) How to develop motivational action plans (management science) How to reinforce, reward, and manage performance NOTE: Other Lever – Reward managers for the above behaviors Teach Them To Get Results Through Others 51

Performance Levers DIY | How To – Performance Lever Alignment Performer Analysis Performance Lever Project SeriesPerformance Sales & Sales  Performer Analysis Lever Manager Alignment Selection  Sales & Sales Manager Selection  Performance Lever Identification  Best Practices Capture  Sales & Sales Manager TrainingSales & Sales Performance Manager Training Lever Identification  Performance Lever Alignment Best Practices Capture 52

Performance Levers DIY | How To – Performance Lever Alignment Performance Lever Alignment Performer Analysis  WHAT: Review policies, practices, processes, procedures, systems, compensations, and otherPerformance Sales & Sales Lever Manager organization factors. Alignment Selection  HOW: By sharing study results with other organizational leaders and discussing how you can best support the Performance Levers and Best Practices.Sales & Sales Performance Manager Lever If you have an OD team, get them involved. Training Identification  WHY: Best To align as many other organizational elements Practices as possible to support the performance levers Capture and best practices – to create an environment which supports sales success as much as possible. 53

Performance Levers DIY | How To – Performance Lever AlignmentRecommended Initial Focus for Alignment Get sales compensation right – rely on experts, if needed Get out of the “Sales Prevention Business”  Ask frontline reps and managers, you’ll hear plenty to fix Eliminate restrictive policies designed for situations that occur once a quarter Conduct a Force Field Analysis* with top sales performers and sales managers – remove restraining forces first * Thank you, Kurt Lewin, for Force Field Analysis 54

Case ExampleSales Performance Levers Applied to: B2B Financial Services Wholesale Mortgage Origination Channel Low Base | High Commission

Case Example B2B Financial Services CompanyThe Business Situation and Problems Good growth rate – Wall Street darling Original team was doing very well (top 20% delivering 80% of production) New Hires struggling – annualized NH turnover was growing fast Sales training was one week in a classroom, all lecture There was no reinforcement, planned transfer or evaluation Reporting was fragmented, hard to interpret, not actionable The best of the new sales people were promoted into management, but… No management training and managers each managed their own way Coaching was rare Performance management was, “You did X last month. You need to do Y next month or you’ll be fired” If you had industry sales experience, wanted the job, and could fog a mirror, the job was yours Few understood the complex compensation system. 56 56

Case Example B2B Financial Services CompanyChallenge from the President The President told our Performance Development team: “I believe in this group and what you were hired to do. But I want to be clear. If you can’t deliver on your promises about improving performance, you won’t be sitting at this table this time next year.” 57 57

Case Example B2B Financial Services CompanyPerformance Projects Analysis of past and past results | current state | current results. (Point A) Discussion with senior management on strategic direction, goals and performance objectives. (Point B) Analysis of traits, habits, skills and practices of carefully selected Top, Middle and Low Performers… Individual Interviews | Multiple Surveys | Focus Groups | Observations “Hiring Right” project – what’s the “right stuff” for our roles? How do we hire, develop and promote people effectively? Process analysis and documentation review for possible Lean projects. Review of compensation and incentive programs and practices for sales. Review of sales management practices. Customer Interviews, Surveys, and Focus Groups. So, basically, we ran The Six Projects (and included customer feedback) 58 58

Case Example B2B Financial Services CompanyHow We Created a Performance Enhancing System Vetted the analysis, identified the levers and communicated everywhere Created 3-week sales training curriculum for new hires (2 weeks remote + 1 week in class) – taught all levers, changed behaviors in class & certified All new managers went through the program and were certified Taught incumbent managers separately and certified Developed a coaching program for managers (and yes, certified them) Aligned comp, performance management and reporting/metrics Started work on the supporting levers Constant communication | monitoring with dashboard reports Quick feedback loops, performance hotline, adjusted course as needed Transitioned leaders to take ownership and accountability Top-down, C-level support was critical 59 59

Case Example B2B Financial Services CompanySome Results Reduced average ramp-up time to minimum acceptable performance for newly-hired/trained reps from 6 months to 3 Increased average purchase from $156K to $167K Reduced turnover from 44% to 28% (new hire one-year from 78% to 24%) Increased size of “top producer” performers from 9% to 14% Increased New Customer “Stick Rate” (stat not available) Decreased “order” processing time by 16% Improved order pull-through from 47% to 54%But most importantly… $398MM Increase in Revenue  $9.9MM Increase in Net Profit  400% Training ROI 60 60

Case Example B2B Financial Services CompanyReal-World Tips & “Gotchas” From This Case Analysis of traits, habits, skills and practices of carefully selected Top, Middle and Low Performers  Validate performer status closely: Especially rule out “inherited a great territory” and other factors that mask “earned” top-producer status Methods: Individual Interviews | Multiple Surveys | Focus Groups | Observations  You must see what they’re doing! Insert the Voice of the Customer – whenever possible: talk to them and listen! Be ruthless on process reviews. Streamline! Forget “sales experience.” Assess | Hire | Train | Develop Listen most closely to the real top producers, those moving up steadily, and superstar new hires who leap out of the gate Agree on what success looks like, with executives, upfront, and how it will be measured 61 61

Appendix  Helpful Resources http://www.slideshare.net/MikeKunkle/aligning-performance-levers-for-breakthrough-sales-results-082011 Aligning Performance Levers For Breakthrough Sales Results

. Performance Levers . . Helpful Resources . . .Analysis http://amzn.to/AnalyzingPerformanceProblems http://amzn.to/AnalysisImprovingPerformance http://bit.ly/FirstThingsFast http://www.nwlink.com/~donclark/analysis/analysis.html http://en.wikipedia.org/wiki/Human_performance_technology http://www.pignc-ispi.com/articles/Vol42_05_08.pdf http://www.ue295.com/xtranet/html/timeline/harless.html 63 63

. Performance Levers . . Helpful Resources . . .SelectionFor those interested in exploring assessments, here are some unbiasededucational resources: http://www.uniformguidelines.com/index.html http://wdr.doleta.gov/opr/FULLTEXT/99-testassess.pdf http://www.shrm.org/about/foundation/research/Documents/assessment _methods.pdfAnd some companies to research: http://rocket-hire.com – Dr. Charles Handler evaluates vendors http://www.profilesinternational.com http://www.selfmgmt.com/en/default.aspx http://www.peopleanswers.com http://www.previsor.com http://www.thebrooksgroup.com http://www.objectivemanagementgroup.com 64 64

. Performance Levers . . Helpful Resources . . .Performance Improvement http://bit.ly/Wallace6Pack http://bit.ly/BusinessProcessChange http://bit.ly/PerformanceConsultantsFieldbook http://amzn.to/HandbookImprovingPerformance http://amzn.to/HumanCompetence http://amzn.to/WhiteSpaceRevisited http://amzn.to/CompensatingTheSalesForce http://amzn.to/MgtPerformanceImprovementPlans http://amzn.to/TrainingAintPerformance http://amzn.to/FundamentalsPerformanceTechnology http://amzn.to/HandbookHPT http://amzn.to/HandbookHPT2 http://amzn.to/SeriousPerformanceConsulting http://amzn.to/PerformanceArchitecture 65 65

. Performance Levers . . Helpful Resources . . .Best Practices http://amzn.to/MakingTheNumber ~ http://www.makingthenumber.com http://bit.ly/BestPracticeKnowledgeManagement http://bit.ly/IdentifyingOrgBestPractices http://www.csoinsights.com/sales-research-data http://www.csoinsights.com/Topics/Sales-Process-Best-Practices http://slidesha.re/BestPracticesWorldClassSalesSales Best Practices Research http://www.achieveglobal.com/resources/?cat=1 http://www.millerheiman.com/research_center/sales_best_practices_study /index.html http://www.huthwaite.com/en/Resource%20Center/Whitepapers.aspx https://sec.executiveboard.com/Public/Default.aspx http://www.salesbenchmarkindex.com http://salesmanagement.org 66 66

. Performance Levers . . Helpful Resources . . .Sales & Sales Management Training http://www.scribd.com/doc/46526471/Basic-Instructional-Design-Principles http://www.esresearch.com http://bit.ly/MagerSixPack http://bit.ly/EvidencedBasedTraining http://bit.ly/JobAidsPerformanceSupport http://amzn.to/BeyondTransfer http://amzn.to/TheFourLevels http://amzn.to/MeasureTrainingResults http://www.ecsellinstitute.com/6-pillars-philosophy 67 67

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Aligning Performance Levers for Breakthrough Sales Results 08-2011

by Mike Kunkle

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