0
Sales Force Development
Getting Results Through People
THE SALES INSTITUTE
Mike Kunkle
Sales Transformation Leader
Directo...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
Is
Sales Force Development
Broken?
State of Sales Force Development
3
 ES Research Group, Inc. estimates that 20 - 33% of salespeople do
not have the capabi...
State of Sales Force Development
4
 A Nightingale-Conant study reported that 67.21% of managers are
not doing (or sporadi...
Over-arching Question
5
With the growing research, data, knowledge,
experience, science, process, methodology
and technolo...
6
The Plan
 Reading assignments – your perspectives
 Those nagging questions from Willy
 Foundation for SFD
 The Sales...
Reading Assignments – Your Perspectives
7
Down with Best
Practices Evidence-based
Management
Building a
Learning Org. Maxi...
Reading Assignments – Your Perspectives
8
Down with Best
Practices Evidence-based
Management
Building a
Learning Org. Maxi...
Reading Assignments – Your Perspectives
9
Down with Best
Practices Evidence-based
Management
Building a
Learning Org. Maxi...
Reading Assignments – Your Perspectives
10
Down with Best
Practices Evidence-based
Management
Building a
Learning Org. Max...
The Willy Questions…
How can sales leaders:
 Use internal data to overcome the limitations of industry‐wide
“best practic...
Foundation for Sales Force Development
12
“If you pit a good performer against a bad system, the system will win almost ev...
“If you pit a good performer against a bad system, the system will win almost every time.”
Geary Rummler & Alan Brache, Im...
Setting Up the Right Systems
14
Sales Force Effectiveness
 Sales Process
 Sales Methodology
 Sales Coaching
 Opportuni...
Setting Up the Right Systems
15
Sales Force Effectiveness
 Sales Process
 Sales Methodology
 Sales Coaching
 Opportuni...
Why Sales Leaders Paralyze
16
Holy Cow! Where to start?
 How to prioritize?
 How to get results?
Holy $#)+!
Why Sales Leaders Paralyze
17
 Where to start?
 How to prioritize?
 How to get results?
The average tenure o...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
A Starting Point for
Sales Force Development
Mike Kunkle
Transform Sales Results with Effective Learning Systems
Learning Systems: Overview
19
Framework
 Effective le...
“Top-Producer Practices” not “Best Practices”
 Internal approach, considers “Sales Nuances”
 Evidence-based approach wit...
 Process, not events
 Chunk, sequence, layer
 Separate knowledge and skill
 Elearning, vILT, ILT blends
 Learning sup...
 Involve in rep program design; gain buy-in
 Assess top manager performers
 Manager gap analysis | Differentiators
 De...
 Design transfer plans into learning
process
 Assess at various stages
 Use performance support
 Build social/communit...
 Train managers first on rep programs &
sales coaching
 Managers monitor rep progress through
learning
 Managers attend...
 Agree on lead and lag indicators for
learning & performance
 Report progress throughout training
 Develop post-learnin...
 Beyond manager support for learning,
training & coaching
 Establish a cadence of Check-Ins
 Review of activity plans, ...
 Who’s on first? (Responsible for managing sales methodology & processes?)
Mike Kunkle
Transform Sales Results with Effec...
 Link training to business strategy
 Ask for top-down support
 Establish clear roles & responsibilities
 Communicate p...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
Need More Focus? Use
The Big Three…
Mike Kunkle
Transform Sales Results with Effective Learning Systems
1. Build content based on
differentiating top-producer...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
1. Build content based on
differentiating top-producer...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
1. Build content based on
differentiating top-producer...
Differentiating Top-Producer Practices
33
 Determine who to study (sales performer analysis)
 Determine what to study (w...
Who to Study: Sales Performer Analysis
34
Example of Analysis – Sales Reps
Low
High
4th Quartile
Mean Avg.
Median
Sort Des...
What to Study: Performance Levers
35
Survey Design
• Rate the statement provided.
• How much do you agree it’s a
Performan...
Practices Capture
36
Next Phase Data Collection Methods
 Interviews
 In-person, phone, webinar
 Focus Groups
 In-perso...
Content
Design
Managers
Transfer
Coaching
Measures
Perf. Mgt.
Integration
Alignment
Change
Mike Kunkle
Transform Sales Res...
Coaching Focus | Type
38
Top 4%
Bottom 20%
Top 4%
Rest of Top 20%
(16%)
Bottom 20%
Middle 60%
Above Average
Below Average
...
Change Leadership and Management
39
Change leadership involves creating vision, strategy, and tactics and
communicating re...
Sales Force Development
Comments?
Questions?
Answers?
40
Thanks for your:
 Time!
 Attention!
 Engagement!
What’s on
you...
Mike Kunkle
Sales Transformation Leader
Director, Product Development for Richardson
Creator of the Sales Performance Leve...
Mike Kunkle is a training and organization effectiveness leader with special
expertise in sales force transformation.
 Af...
43
 ASTD: Key Gaps in Our Sales Performance Ecosystem
http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/0...
Sales Force Development
Appendix: Some Helpful Resources
Analysis
 http://amzn.to/AnalyzingPerformanceProblems
 http://a...
Sales Force Development
Appendix: Some Helpful Resources
Selection
For those interested in exploring assessments, here are...
Sales Force Development
Appendix: Some Helpful Resources
Performance Improvement
 http://bit.ly/Wallace6Pack
 http://bit...
Sales Force Development
Appendix: Some Helpful Resources
Best Practices
 http://my.brainshark.com/The-Roadmap-To-Scalable...
Sales Force Development
Appendix: Some Helpful Resources
Sales & Sales Management Training
 http://bit.ly/TrainingRole-Sa...
Mike Kunkle
Transform Sales Results with Effective Learning Systems
Some basic examples and thoughts on:
• Pipeline Diagno...
One Example: Pipeline Analysis
Leads Contacts Explores Proposals Sales
56 41 6 5 3
111 81 12 11 6
148 108 16 14 8
167 122 ...
One Example: Pipeline Analysis
 Identify stages
 Calculate average conversion ratios
 Even “as is” without improvement,...
One Example: Pipeline Analysis
Leads 73% Contacts 15% Explores 88% Proposals 56% Sales
• What is the number of Leads?
• Wh...
One Example: Pipeline Analysis
Leads 73% Contacts 15% Explores 88% Proposal 56% Sales
Leads 37% Contacts Explores Proposal...
Sales Force Development
Training & Coaching for Skills & Behaviors
A Simple Method That Works:
 Tell
 Show
 Do
 Review...
Sales Force Development
Training & Coaching Skills & Behaviors
Extending the Review Phase with Check-Ins
 Office: I Tell ...
Sales Force Development
Training & Coaching Skills & Behaviors
Extending the Review Phase:
Conducting Rep Check-Ins
Who Co...
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Sales Force Development for FSU

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This is a presentation I delivered for an FSU sales leadership class. Perhaps a bit difficult to understand everything without the talk-track, but hopefully will offer some value.

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  • @REplank Sounds interesting, Dick. Please keep me posted on how it goes. I'd be interested in hearing. As far as presenting to Willy's class, I'll be there as long as he wants me. I have a ton of respect for what he's doing and the folks at the Sales Education Foundation. We need to do everything we can to elevate the profession.
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  • Mike, I don't get out much to academic meetings just one a year at most so I have not met Willy, but he is well respected among our colleagues. I am shifting gears somewhat late in my career part of a team trying to set up a supply chain center at USF in Tampa. I hope to follow up on my sales competency work by getting a doc student over in Europe to do the next stage as a dissertation. We as a group, both sales and supply chain folks really appreciate when you come into our classes to update our students as to what is really happening. Keep up the good work for him.

    Dick
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  • @joguerra1 Gosh, Jo, thanks. Just goes you show that if you stick with anything long enough, two things happen: 1) you figure things out, 2) you get older. ;-)
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  • Yeah, 20 years! Now you have to write the book, Mike. I cannot believe how much you know!
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  • Jo and Dick, thanks very much for taking the time to comment.

    LOL, Jo, I joke that it took me about 20 years to put together, but I built this pres over 3 days, pulling stuff from various sources. Except for the Appendix links. Those I have been compiling since 2010.

    Dick, do you know Willy Bolander at FSU. Sharp prof and a great guy. It's his class I present to from time to time. I really enjoy it.
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Transcript of "Sales Force Development for FSU"

  1. 1. Sales Force Development Getting Results Through People THE SALES INSTITUTE Mike Kunkle Sales Transformation Leader Director, Product Development for Richardson Creator of the Sales Performance Lever Methodology July 2013
  2. 2. Mike Kunkle Transform Sales Results with Effective Learning Systems Is Sales Force Development Broken?
  3. 3. State of Sales Force Development 3  ES Research Group, Inc. estimates that 20 - 33% of salespeople do not have the capabilities to be successful at their jobs  ESR estimates that 80 - 85 % of sales training produces no long- term impact (after 90 days)  65% of top sales leaders surveyed by CSO Insights said their top objective for the year was capturing new accounts – 67% of those same leaders said that their team "needs improvement" in generating leads  In ASTD’s report The State of Sales Training, 2012, half the respondents felt that 50% or less of the training they received was relevant to their job. Read more http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/06/Key-Gaps-in-Our-Sales-Performance-Ecosystem
  4. 4. State of Sales Force Development 4  A Nightingale-Conant study reported that 67.21% of managers are not doing (or sporadically doing) sales coaching and 52.34% say they are too busy to develop and coach their sales teams  According to the Objective Management Group, only 15% of sales managers spend 25% of their time on coaching (and the time they do spend is generally ineffective)  The Sales Management Association reported that front-line sales managers spend only 26% of their time (average of 3 hours/rep/month), managing performance (includes expectation setting, performance monitoring, coaching and development). Read more http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training
  5. 5. Over-arching Question 5 With the growing research, data, knowledge, experience, science, process, methodology and technology… (and programs like this... kudos to you!) Why are we not doing better?
  6. 6. 6 The Plan  Reading assignments – your perspectives  Those nagging questions from Willy  Foundation for SFD  The Sales Performance Ecosystem  Effective Learning Systems  The Big Three Note: You’ll get the slides Warning: Potential for bad comedy throughout “Everybody's got plans... until they get hit.” Mike Tyson
  7. 7. Reading Assignments – Your Perspectives 7 Down with Best Practices Evidence-based Management Building a Learning Org. Maximizing Your Return on People  What did you take away from the articles?
  8. 8. Reading Assignments – Your Perspectives 8 Down with Best Practices Evidence-based Management Building a Learning Org. Maximizing Your Return on People  What did you take away from the articles?
  9. 9. Reading Assignments – Your Perspectives 9 Down with Best Practices Evidence-based Management Building a Learning Org. Maximizing Your Return on People  What did you take away from the articles?
  10. 10. Reading Assignments – Your Perspectives 10 Down with Best Practices Evidence-based Management Building a Learning Org. Maximizing Your Return on People  What did you take away from the articles?
  11. 11. The Willy Questions… How can sales leaders:  Use internal data to overcome the limitations of industry‐wide “best practices?”  Measure the effectiveness of salesperson development efforts?  Inspect what they expect? Sales Force Development 11 The Big Three Sales Performance Ecosystem Learning Systems Foundation
  12. 12. Foundation for Sales Force Development 12 “If you pit a good performer against a bad system, the system will win almost every time.” Geary Rummler & Alan Brache, Improving Performance (1995)  Companies don’t do things. People do.  Company leaders must establish systems to enable their people to succeed, which equals company success.  Sales development is about:  Getting the right people into the right roles  Setting up the right systems to support them  Managing those systems well  Leading the people well.
  13. 13. “If you pit a good performer against a bad system, the system will win almost every time.” Geary Rummler & Alan Brache, Improving Performance (1995)  Companies don’t do things. People do.  Company leaders must establish systems to enable their people to succeed, which equals company success.  Sales development is about:  Getting the right people into the right roles  Setting up the right systems to support them  Managing those systems well  Leading the people well Foundation for Sales Force Development Questions 13 Reading
  14. 14. Setting Up the Right Systems 14 Sales Force Effectiveness  Sales Process  Sales Methodology  Sales Coaching  Opportunity Management  Key Account Management  Performance Management Sales Force Strategy  Quota Setting  Sales Force Sizing  Sales Force Structure  Sales Compensation  Channel Management Marketing Alignment  Products | Pricing  Lead Generation  SEO/SEM  Campaigns | Promotions  Marketing Automation  Social Media  Content Marketing Sales Operations  CRM/SFA  Sales Analytics  Reporting  Resource Allocation  Deal Analysis  Win/Loss Analysis Sales Talent Management  Selection  Onboarding  Product Training  Sales Training  Business and Financial Acumen  Professional Development Sales Enablement  Customer Experience Management  Buyer Profiling  Sales Messaging  Sales Support  Other Technology Tools Sales Performance Ecosystem
  15. 15. Setting Up the Right Systems 15 Sales Force Effectiveness  Sales Process  Sales Methodology  Sales Coaching  Opportunity Management  Key Account Management  Performance Management Sales Force Strategy  Quota Setting  Sales Force Sizing  Sales Force Structure  Sales Compensation  Channel Management Marketing Alignment  Products | Pricing  Lead Generation  SEO/SEM  Campaigns | Promotions  Marketing Automation  Social Media  Content Marketing Sales Operations  CRM/SFA  Sales Analytics  Reporting  Resource Allocation  Deal Analysis  Win/Loss Analysis Sales Talent Management  Selection  Onboarding  Product Training  Sales Training  Business and Financial Acumen  Professional Development Sales Enablement  Customer Experience Management  Buyer Profiling  Sales Messaging  Sales Support  Other Technology Tools Sales Performance Ecosystem Holy cow!
  16. 16. Why Sales Leaders Paralyze 16 Holy Cow! Where to start?  How to prioritize?  How to get results?
  17. 17. Holy $#)+! Why Sales Leaders Paralyze 17  Where to start?  How to prioritize?  How to get results? The average tenure of a senior sales leader is 18 to 24 months.
  18. 18. Mike Kunkle Transform Sales Results with Effective Learning Systems A Starting Point for Sales Force Development
  19. 19. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Overview 19 Framework  Effective learning systems  Business integration, alignment & change planning Content Design Managers Transfer Coaching Measures Perf. Mgt. Integration Alignment Change
  20. 20. “Top-Producer Practices” not “Best Practices”  Internal approach, considers “Sales Nuances”  Evidence-based approach with Performance Levers *  Can Include relevant benchmarking  Gap analysis – compare top to middle (goal: move the middle)  Continue | Stop | Start fuels training, development, coaching  Build learning systems, avoid “events”  Build a learning culture – beyond formal with informal/social Mike Kunkle Transform Sales Results with Effective Learning Systems *My performance lever methodology for later reading: http://slidesha.re/PerfLevers082011 Learning Systems: Content 20
  21. 21.  Process, not events  Chunk, sequence, layer  Separate knowledge and skill  Elearning, vILT, ILT blends  Learning support  Performance support  Build in accountability. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Solution Design 21
  22. 22.  Involve in rep program design; gain buy-in  Assess top manager performers  Manager gap analysis | Differentiators  Develop very-specific coaching programs  Diagnose: to form hypothesis  Dialogue + Observe: to confirm performance gaps  Develop: solutions based on gap type  Do: implement solutions to improve performance. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Manager Engagement 22
  23. 23.  Design transfer plans into learning process  Assess at various stages  Use performance support  Build social/community reinforcement  Consider mobile & gamification  Connect reps & managers before, during and after. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Planned Transfer 23
  24. 24.  Train managers first on rep programs & sales coaching  Managers monitor rep progress through learning  Managers attend ILT with their reps as an in-class coach  Managers guide reps, post-curriculum  Managers reinforce, train and coach as taught. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Coaching Excellence 24
  25. 25.  Agree on lead and lag indicators for learning & performance  Report progress throughout training  Develop post-learning reporting  Establish regular cadence with sales leaders and manager/coaches  Do level 2 testing over time (retention checks) and level 3 surveys (usage)  Communicate success stories. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Measures 25
  26. 26.  Beyond manager support for learning, training & coaching  Establish a cadence of Check-Ins  Review of activity plans, results, and dialogue / observation / coaching  Managers counsel and manage performance as needed, holding reps accountable  Senior sales leaders hold managers accountable. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Performance Mgt. 26
  27. 27.  Who’s on first? (Responsible for managing sales methodology & processes?) Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Integration & Alignment 27
  28. 28.  Link training to business strategy  Ask for top-down support  Establish clear roles & responsibilities  Communicate plans, rationales, goals, risks, metrics, and impact  Establish regular and open communication with sales and leadership teams – share success stories  Find and address issues quickly. Mike Kunkle Transform Sales Results with Effective Learning Systems Learning Systems: Integration & Alignment 28
  29. 29. Mike Kunkle Transform Sales Results with Effective Learning Systems Need More Focus? Use The Big Three…
  30. 30. Mike Kunkle Transform Sales Results with Effective Learning Systems 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  31. 31. Mike Kunkle Transform Sales Results with Effective Learning Systems 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  32. 32. Mike Kunkle Transform Sales Results with Effective Learning Systems 1. Build content based on differentiating top-producer practices 2. Engage managers in content, training, coaching and performance management 3. Develop a change plan and execute it with discipline
  33. 33. Differentiating Top-Producer Practices 33  Determine who to study (sales performer analysis)  Determine what to study (while collecting data)  Capture Top-Producer practices (and others)  Conduct comparative analysis (differentiating practices)  … Produces your “Content”  Continue | Stop | Start
  34. 34. Who to Study: Sales Performer Analysis 34 Example of Analysis – Sales Reps Low High 4th Quartile Mean Avg. Median Sort Descending Highlight 4th Quartile Apply Weighting Repeat & Total Highlight 4th Quartile
  35. 35. What to Study: Performance Levers 35 Survey Design • Rate the statement provided. • How much do you agree it’s a Performance Lever? • If rated 1-2, next question. • If rated 3-5: • Importance & Difficulty • If rated 3-5:  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. Using empathy statements to acknowledge a prospect’s situation/feelings
  36. 36. Practices Capture 36 Next Phase Data Collection Methods  Interviews  In-person, phone, webinar  Focus Groups  In-person, webinar  Field Observation  X top performers (4%)  3X top performers (16%)  2X above average  2X average  X below average  Or more (pending time, resources & budget) Getting the Straight Scoop  What really happens “out there”  Account for the Hawthorne effect  Trust, truth and strict confidentiality  Autonomy, mastery and purpose * * Thank you, Daniel Pink (author of Drive)
  37. 37. Content Design Managers Transfer Coaching Measures Perf. Mgt. Integration Alignment Change Mike Kunkle Transform Sales Results with Effective Learning Systems Build Your Learning System… 37  Around the content  As fully as possible  With a focus on the rest of The Big Three  Engage managers in content, training, coaching and performance management  Develop a change plan and execute it with discipline
  38. 38. Coaching Focus | Type 38 Top 4% Bottom 20% Top 4% Rest of Top 20% (16%) Bottom 20% Middle 60% Above Average Below Average Support15% of time Support / Tweak20% of time 10% of time Depends: • New – up • Old - out Move up45% of time Move up (Mostly New)10% of time Average 80% 20% Pareto Line
  39. 39. Change Leadership and Management 39 Change leadership involves creating vision, strategy, and tactics and communicating reasons, rationale, and urgency. Change management is a set of processes, systems and tools designed to support and control the change efforts. “Anatomy” of Change:  Leadership is the brains, vision, and heart  Management is the guts, bones, and muscle Recommended Reading: Change Leadership  http://blogs.richardson.com/tag/change-leadership/  http://bit.ly/KotterOnForbes-ChangeLeadvsManage Change Management  http://blogs.richardson.com/tag/change-management/  http://bit.ly/McK-TruthAboutChangeManagement
  40. 40. Sales Force Development Comments? Questions? Answers? 40 Thanks for your:  Time!  Attention!  Engagement! What’s on your mind? 40
  41. 41. Mike Kunkle Sales Transformation Leader Director, Product Development for Richardson Creator of the Sales Performance Lever Methodology July 2013 Sales Force Development Getting Results Through People Appendix THE SALES INSTITUTE
  42. 42. Mike Kunkle is a training and organization effectiveness leader with special expertise in sales force transformation.  After his initial years on the frontline in sales and sales management, Mike spent the past 16 years as a corporate director or consultant, leading departments and projects with one purpose – improve sales results. And through sales training, organization effectiveness practices, leadership development, aligning performance levers and leading change efforts he's done just that. o At one company, as a result of six projects, he and his team delivered an accretive $398MM in revenue, year-over-year. o At another, within 9 months, newly-hired sales reps with 120 days on the job were outperforming incumbent reps with 5 years with the company.  As of January 2013, Mike is the Director of Product Development for Richardson. In this role, he is responsible for managing the development of new products, solutions and partnerships to help Richardson meet the emerging needs of our evolving marketplace. Reporting to the Chief Strategy Officer, Mike plans to integrate the latest thinking and technology from learning and development and sales force effectiveness to better serve Richardson's clients. If you're not familiar with Richardson: o They are a global sales training and strategy execution company that partners with leading organizations to increase their sales effectiveness and drive business results. o For the fifth consecutive year, Richardson has been named to the Top Sales Training Companies list from Training Industry, Inc. o See: http://www.richardson.com and http://blogs.richardson.com.  Mike freely shares his personal sales transformation methodology at conferences and online at http://slidesha.re/PerfLevers082011 and can be reached through his blog or on LinkedIn, Twitter, and Google+.  Connect with Mike easily at http://www.mikekunkle.com/connect/ Mike Kunkle Transform Sales Results with Effective Learning Systems 42 Let’s get connected! About Mike
  43. 43. 43  ASTD: Key Gaps in Our Sales Performance Ecosystem http://www.astd.org/Publications/Blogs/Sales-Enablement-Blog/2013/06/Key-Gaps-in-Our-Sales-Performance-Ecosystem/  Richardson: http://blogs.richardson.com/2013/07/03/using-tailored-post-program-sales-coaching-to-get-results-from-sales-training/  Transforming Sales Results: http://www.mikekunkle.com/2013/03/31/improve-your-sales-coaching-with-two-simple-steps-part-1/ http://www.mikekunkle.com/2013/04/02/improve-your-sales-coaching-with-two-simple-steps-part-2/ http://www.mikekunkle.com/2013/04/03/improve-your-sales-coaching-with-two-simple-steps-part-3/ http://www.mikekunkle.com/2013/03/17/how-to-increase-sales-with-top-producer-practices-part1/ http://www.mikekunkle.com/2013/03/20/how-to-increase-sales-with-top-producer-research-part-2/ Sales Force Development Appendix: Related Sales Development Articles by Mike
  44. 44. Sales Force Development Appendix: Some 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
  45. 45. Sales Force Development Appendix: Some Helpful Resources Selection For those interested in exploring assessments, here are some unbiased educational 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.pdf And some companies to research:  http://rocket-hire.com – Dr. Charles Handler objectively evaluates vendors  http://www.chally.com – well-validated competency-based approach; a respected favorite  http://www.profilesinternational.com/  http://www.ttiassessments.com/  http://www.selfmgmt.com/en/default.aspx  http://www.peopleanswers.com  http://www.objectivemanagementgroup.com
  46. 46. Sales Force Development Appendix: Some 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 46
  47. 47. Sales Force Development Appendix: Some Helpful Resources Best Practices  http://my.brainshark.com/The-Roadmap-To-Scalable-Sustainable-Sales-Transformation- 327652659  http://bit.ly/RichardsonSalesTransformation  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/BestPracticesWorldClassSales Sales 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 47 47
  48. 48. Sales Force Development Appendix: Some Helpful Resources Sales & Sales Management Training  http://bit.ly/TrainingRole-SalesInitiatives  http://www.esresearch.com  http://www.scribd.com/doc/46526471/Basic-Instructional-Design-Principles  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 48 48
  49. 49. Mike Kunkle Transform Sales Results with Effective Learning Systems Some basic examples and thoughts on: • Pipeline Diagnosis • Training • Coaching
  50. 50. One Example: Pipeline Analysis Leads Contacts Explores Proposals Sales 56 41 6 5 3 111 81 12 11 6 148 108 16 14 8 167 122 18 16 9 185 135 20 18 10 73% 15% 88% 56% Sales Force Development Pipeline Diagnosis
  51. 51. One Example: Pipeline Analysis  Identify stages  Calculate average conversion ratios  Even “as is” without improvement, you understand how much top-funnel activity is required to reach a goal. Sales Force Development Pipeline Diagnosis
  52. 52. One Example: Pipeline Analysis Leads 73% Contacts 15% Explores 88% Proposals 56% Sales • What is the number of Leads? • What are the sources (marketing demand gen or sales prospecting)? • Are the prospects the right ones? (buyer personas / account selection) Ask Yourself… • What does it mean if the number of leads is far lower than average? • What does it mean if the number is far higher? Look Here First Looking at Symptoms – Start Left; Work Right Sales Force Development Pipeline Diagnosis
  53. 53. One Example: Pipeline Analysis Leads 73% Contacts 15% Explores 88% Proposal 56% Sales Leads 37% Contacts Explores Proposal Sales Possible Causes • ? • ? • ? Average: Actual: Note: We’ll stop here for now, but you get the point. You would continue with analytics, discussion, observation, and possible client feedback until you have a clear diagnostic hypothesis. Sales Force Development Pipeline Diagnosis
  54. 54. Sales Force Development Training & Coaching for Skills & Behaviors A Simple Method That Works:  Tell  Show  Do  Review 1 2 3 4     54 # Process Order Understanding Check Tell Show Do Review 1 2 3     4
  55. 55. Sales Force Development Training & Coaching Skills & Behaviors Extending the Review Phase with Check-Ins  Office: I Tell them  They Tell me  Office/Car: I Show them  They Show me (roleplay)  Field: I Do & they observe  They Do & I observe  Office/Car: We Review their performance together Review Check-In Check-In Check-In 55
  56. 56. Sales Force Development Training & Coaching Skills & Behaviors Extending the Review Phase: Conducting Rep Check-Ins Who Coach (Sales Manager) and Sales Rep What  Phone call or face-to-face meeting  Review of Rep’s Activity, Results and Methods  Set Goals, Develop Solutions, Create an Action Plan Why Even the best players need a good coach to improve How  Review Activity  Review Results  Discuss Methods  Set Goals  Explore Possible Solutions  Select the Best Solutions  Create an Action Plan 56
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