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    Pp leadership twc_0412 Pp leadership twc_0412 Presentation Transcript

    • Resolution Selling℠ Sales Leadership:Coaching Your Team to Break Through Barriers, Maximize Sales and Dominate the Competition
    • Sales Leadership 01. Role of Sales Leadership Sales Leadership Training Timeline SALES LEADER ONLINE ASSESS TRAINING REINFORCEMENTPre-Work 3 - Days 6 Months 6 Month Program
    • 1. The Sales Leader
    • Sales Leadership 01. Role of Sales LeadershipObjectives:•Examine personal qualities as a sales leader in orderto build on strengths and improve performance•Identify specific challenges that impact performance ofsales leaders and overcome them•Classify levels of sales leadership to uncover ways tomotivate reps at each level Page 3
    • Sales Leadership 01. Role of Sales Leadership Exercise:Pipeline Analysis Page 4
    • Sales Leadership 01. Role of Sales Leadership Sales Manager Goal:To have 100% of your sales reps Start,Drive and Complete sales on their ownin order to consistently meet andexceed quota. Page 5
    • Sales Leadership 01. Role of Sales Leadership Exercise: My SalesLeadership Strengths Page 7
    • Sales Leadership 01. Role of Sales Leadership Exercise:What is Sales Leadership? Page 6
    • Sales Leadership 01. Role of Sales Leadership Exercise:Sales Blocks Page 9
    • Sales Leadership 01. Role of Sales Leadership Three Levels of Sales Leadership Level 1 - Supervisor Level 2 - Coach Level 3 - Partner (LOW LEVEL ISSUES) (INTERMEDIATE LEVEL ISSUES) (HIGH LEVEL ISSUES) Sales Leader deals with: Sales Leader deals with: Sales Leader deals with: • Tardiness • Time Management • Strategic Planning • Not following directions • Prospecting • Advanced Sales Development • Incomplete paperwork • Asking Good Questions • Lack of participation • Market Penetration • Networking Skills • Overly defensive • Positioning • Sales Support • Laziness • Complaining/Gossip • Qualifying • Allocation of Resources • Excessive pessimism/Negativity • Closing • Presentation Skills • Inappropriate language/Behavior • Following-Up with Prospects • Constant emotional problems • Advanced Positioning • Customer Service • Poor decision making • Referrals • Co-Facilitation of Sales Meetings (personal and professional life)Parent/Child Relationship Coach/Player Relationship Partner Relationship Page 11
    • Sales Leadership 01. Role of Sales Leadership Exercise:Coaching and Motivating for Sales Success Page 9
    • Sales Leadership 01. Role of Sales LeadershipDefinition of Sales LeadershipSales Leadership is about bridgingthe gap between the strategicdirection of the company and thetactical implementation in order toachieve predetermined sales goalsthrough your salespeople. Page 13
    • Sales Leadership 01. Role of Sales LeadershipDefinition of Sales LeadershipYour top priority as a Sales Leader isto hire and develop exceptionalsalespeople.Replicating success across your entiresales team through observation,coaching, feedback, andaccountability supersedes all otherSales Leader activities. Page 13
    • Sales Leadership 01. Role of Sales LeadershipDefinition of Sales LeadershipThere is no other activity that youcan engage in that compares to theimportance of being a coach tosalespeople on your team. Page 13
    • Sales Leadership 01. Role of Sales Leadership“The burden of sales success does not fall on the shoulders of the salespeople. It rests on the shoulders of the Sales Leaders. Their ability to hire, coach and lead their teams is the determining factor between sales failure and long-term sales success.” - Barrett Riddleberger Page 13
    • Sales Leadership Module 4: The Sales Champion Battery™ REFLECT Ask yourself, for this module:•What did I learn?•What does that mean to me?•What am I going to do differently?
    • 2. Your SalesLeadership Results Page 15
    • Sales LeadershipObjectives:• State the four behavior styles• Describe your natural sales leadership behavior style• Chart your team’s behavior style• State the seven core motivators• Describe your primary sales leadership motivators• Chart your team’s motivators• Identify your top cognitive strengths and areas of development Page 15
    • Sales Leadership 05. Sales Champion Battery CAN HOW Sell? Manage? Sales Skills Sales Leadership Personality WHY WILLManage? Manage?Sales Leadership Sales Leadership Motivators Mentality Page 16
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales Leadership 01. Role of Sales Leadership Bill O’Reilly Oprah Winfrey Donald Trump Decisive Personality Traits• Direct • Aggressive • Intense • Assertive Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales Leadership 01. Role of Sales Leadership Will Smith Kelly Ripa Jim Carrey Interactive Personality Traits• Friendly • Charming • Persuasive • Fun Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales Leadership 01. Role of Sales LeadershipGwyneth Paltrow Clint Eastwood Norah Jones Stabilizing Personality Traits • Methodical • Easy Going • Laid Back • Calm Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Page 17
    • Sales Leadership 01. Role of Sales Leadership Bill Gates Meg Whitman Steve Jobs Cautious Personality Traits• Analytical • Detailed • Factual • Reserved Page 17
    • Sales LeadershipModule 4: The Sales Champion Battery™ Turn to GREEN tab
    • Sales LeadershipModule 4: The Sales Champion Battery™ Turn to BLUE tab
    • Sales Leadership 01. Role of Sales LeadershipNatural Style (Real Me) Adaptive Style (Me on the Job)
    • Sales LeadershipModule 4: The Sales Champion Battery™ Decisive Interacting Stabilizing Cautious
    • Sales LeadershipModule 4: The Sales Champion Battery™ Midline
    • Sales Leadership Module 4: The Sales Champion Battery™ CommonPersonality Types
    • Sales LeadershipModule 4: The Sales Champion Battery™ Decisive Executives Entrepreneurs
    • Sales LeadershipModule 4: The Sales Champion Battery™ Interacting Sales Marketing Training
    • Sales LeadershipModule 4: The Sales Champion Battery™ Stabilizing Admin Operations Customer Service
    • Sales LeadershipModule 4: The Sales Champion Battery™ Cautious Technician Accounting Engineering
    • Sales LeadershipModule 4: The Sales Champion Battery™ Extrovert
    • Sales LeadershipModule 4: The Sales Champion Battery™ Drill Sergeant
    • Sales LeadershipModule 4: The Sales Champion Battery™ Friendly Farmer
    • Sales LeadershipModule 4: The Sales Champion Battery™ Introvert
    • Sales LeadershipModule 4: The Sales Champion Battery™ Friendly Analyst
    • Sales LeadershipModule 4: The Sales Champion Battery™ Quiet Intensity
    • Sales Leadership Module 4: The Sales Champion Battery™ How your style may initially react with various styles. Discomfort ZoneHigh LowComfort ComfortZone Zone Comfort Zone D D D S I D C D I I S I C I S S C S C C
    • Sales Leadership Module 4: The Sales Champion Battery™Behavior Guidelines style 1. Know your ____________. style 2. Know your prospect’s _____________. Modify 3. ____________
    • Sales Leadership Module 4: The Sales Champion Battery™ Exercise:DISC – Where are My Reps? Page 19
    • Sales LeadershipModule 4: The Sales Champion Battery™ Turn to YELLOW tab
    • Sales Leadership 01. Role of Sales Leadership VALUES GRAPH Mean Score7 Motivators
    • Sales Leadership 01. Role of Sales LeadershipAESTHETIC Motivated by Art, Nature & Beauty
    • Sales Leadership01. Role of Sales LeadershipAESTHETICAppreciate, but Not Driven by Beauty
    • Sales Leadership01. Role of Sales Leadership ECONOMIC MoneyMotivated
    • Sales Leadership01. Role of Sales Leadership ECONOMICNot Drivenfor Money
    • Sales Leadership 01. Role of Sales LeadershipINDIVIDUALISTIC Value their Uniqueness
    • Sales Leadership 01. Role of Sales LeadershipINDIVIDUALISTIC Prefer to Work on a Team
    • Sales Leadership01. Role of Sales LeadershipPOLITICAL Power & Control
    • Sales Leadership01. Role of Sales LeadershipPOLITICALNot Drivenby Control orLeadership
    • Sales Leadership01. Role of Sales Leadership ALTRUISTEmpathetic& Sacrificial
    • Sales Leadership01. Role of Sales Leadership ALTRUIST Self Reliance
    • Sales Leadership 01. Role of Sales LeadershipREGULATORY Clearly Defined Code
    • Sales Leadership 01. Role of Sales LeadershipREGULATORY Rules Can be Relative
    • Sales Leadership 01. Role of Sales LeadershipTHEORETICAL Broad Interest in Learning
    • Sales Leadership 01. Role of Sales LeadershipTHEORETICAL Narrow Interest in Learning
    • Sales Leadership 01. Role of Sales Leadership CommonValue Types
    • Sales Leadership01. Role of Sales LeadershipEntrepreneurSalesperson
    • Sales Leadership01. Role of Sales Leadership Professor Researcher Trainer
    • Sales Leadership01. Role of Sales Leadership Clergy
    • Sales Leadership01. Role of Sales Leadership Artist DesignerTravel AgentNature Lover
    • Sales Leadership Exercise:Values – Where are My Reps? Page 20
    • Sales Leadership Module 4: The Sales Champion Battery™Attribute Index Turn to the RED tab
    • Sales LeadershipInternal Factors 01. Role of Sales Leadership
    • Sales Leadership Module 4: The Sales Champion Battery™2 Variables1. Score “Your level of Clarity and Focus”
    • Sales Leadership Module 4: The Sales Champion Battery™2 Variables1. Score • 8 - 10 = HIGH • 6.5 - 8 = MODERATE • Below 6.5 = LOW
    • Sales Leadership Module 4: The Sales Champion Battery™2 Variables1. Score2. Bias “How you feel about that dimension”
    • Sales Leadership Module 4: The Sales Champion Battery™Bias – 3 OptionsNegative Bias Neutral Bias Positive Bias Undervalue Balanced Overvalue“Pessimistic” “Objective” “Optimistic”
    • Sales Leadership Module 4: The Sales Champion Battery™Empathy People Dimension• Relationships• Uniqueness/Singularity• Emotions• People Perspective
    • Sales Leadership Module 4: The Sales Champion Battery™EmpathyAbility to: • Appreciate others • Understand people • Perceive needs of others • Adapt to different kinds of people • Be sensitive to and empathize with the life situations of others
    • Sales Leadership Module 4: The Sales Champion Battery™Practical Thinking Task Dimension• Results • Comparisons• Properties• Relative Thinking
    • Sales Leadership Module 4: The Sales Champion Battery™Practical ThinkingAbility to: • Pay attention to detail • Utilize resources • Understand the functions of people at work • Adapt to different situations as they relate to tasks • Understand the work and labor process
    • Sales Leadership Module 4: The Sales Champion Battery™Systems Judgment Systems Dimension • Procedures • Laws • Policies • Rules
    • Sales Leadership Module 4: The Sales Champion Battery™Systems JudgmentAbility to: • Understand structure • Think and plan • Understand authoritative order • Understand the “big picture” and corporate objectives • Understand policies, plans or strategic changes
    • Sales Leadership Module 4: The Sales Champion Battery™Self Esteem/Self Belief Self Dimension • Self-Awareness • Self-Worth • Self-Control • “WHO am I?”
    • Sales Leadership Module 4: The Sales Champion Battery™Self Esteem/Self BeliefAbility to: • Understand inner worth • Understand your reality • Give yourself credit and respect for the person you are • Understand knowledge of yourself and your uniqueness • Know the clarity of your personal strengths, weaknesses, accomplishments and potential
    • Sales Leadership Module 4: The Sales Champion Battery™Role Awareness Role Dimension • Enjoyment of Job • Role Awareness • Role Confidence • “WHAT am I?”
    • Sales Leadership Module 4: The Sales Champion Battery™Role AwarenessAbility to:• Understand what I am• Understand your roles• Understand your place in the world• Identify personal and professional role fulfillment• Create harmony between personal and professional life
    • Sales Leadership Module 4: The Sales Champion Battery™Self Direction Future Drive Dimension • Personal Drive • Sense of Mission • Long-Range Planning• Persistence• “WHO & WHAT should I be?”
    • Sales Leadership Module 4: The Sales Champion Battery™Self Direction FutureAbility to:• Understand “ideal” self• Self organize• Develop a path to reach the ideal self• Understand the present and its impact on the future• See unity with your “future self”
    • Sales Leadership Module 1: Introduction
    • Sales Leadership Module 1: Introduction Exercise: Role Play –Motivational Conversations Page 22
    • Sales Leadership Module 4: The Sales Champion Battery™ REFLECT Ask yourself, for this module:•What did I learn?•What does that mean to me?•What am I going to do differently?
    • 3. Sales Coaching Model Page 23
    • Sales LeadershipObjectives:•Explore how the Coaching Model can help achieve theSales Leader’s Goal•Apply the Coaching Model to improve reps’ sales success•Produce a calendar to help effectively schedule weeklyactivities Page 23
    • Sales Leadership 03. Sales Coaching Model4 Primary Questions to Answer: • WHY is this salesperson NOT meeting quota? • WHY IS this salesperson meeting or exceeding quota? • WHAT needs to CHANGE? • WHAT was the RESULT? Page 24
    • Sales Leadership 03. Sales Coaching ModelGOALS of the Sales Coaching SystemTo help your Salespeople:1. Self-evaluate their performance2. Self-prescribe their development3. Self-motivate Page 24
    • Sales Leadership 03. Sales Coaching ModelSales Coaching Process 1. Observe 2. Define 3. Develop 4. Coach Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 1: Observe • Observe salespeople in the field and on the phone in order to identify specific strengths and areas of development. • Acquire sufficient information about salespeople’s performance to coach them to meet and exceed their sales quota. Field Coaching Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise:How Often Should I Be in the Field Coaching My Sales People Each Month? Page xx
    • Sales Leadership 03. Sales Coaching ModelEnterprise Sales: How often should you be in the field coaching your salespeople each month? Sales Calls: ?? (Set Appointments) Prospecting: ?? (Door Knocking & Phone Calls) Page xx
    • Sales Leadership 03. Sales Coaching ModelInside Sales: How often should you listen to your sales reps phone calls each week? Phone Calls: 2x per week per Rep (Set Appointments) Page xx
    • Sales Leadership 03. Sales Coaching ModelInside Sales: How often should you listen to your sales reps phone calls each week? Phone Calls: 2x per week per Rep (Set Appointments) Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 1: Observe SalesMeetings Page xx
    • Sales Leadership 03. Sales Coaching Model If Sales Meetingswere NOT required,who would show up or listen in? Page xx
    • Sales Leadership 03. Sales Coaching ModelWhat should be the PRIMARY focus of the salesmeeting each week?To help the sales reps make more $$$Sales Development (Reinforce Sales Process) Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 1: Observe 1-on-1Sessions Page xx
    • Sales Leadership 03. Sales Coaching ModelWhat should be the PRIMARY focus of the One-on-One Sessions?• WHY sales rep IS/IS NOT performing• Qualification of pipeline• Forecasting sales opportunities• Sales strategy/Performance improvement Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 2: Define• Define the type of conversation you will have with yoursalesperson.What type of conversation will you have?• Encouragement• Disciplinary• Motivational• Ideological• Training• Coaching Page xx
    • Sales Leadership Exercise:Defining Coaching Conversations Page xx
    • Sales Leadership 03. Sales Coaching ModelWhat is a Contact?• How do you define a “contact”?•Before your sales rep makes a phone call,knocks on a door, attends a trade show ornetworks at a business event, make sure youhave defined and agree on what a legitimatecontact really is. Page xx
    • Sales Leadership 03. Sales Coaching Model What is a Contact?Examples:A CONTACT is a: Door knocked on by a sales rep.Door knocked on by a sales rep that was opened by a prospect.Door knocked on by a sales rep that was opened by a prospect where the rep got to talkwith an Influencer.Doors knocked on by a sales rep that were opened by a prospect where the rep got to talkwith the Decision Maker.Business card.Phone call. Page xx
    • Sales Leadership 03. Sales Coaching Model What is a Contact?Examples:A CONTACT is a:Phone call where the sales rep spoke with someone in the company.Phone call where the sales rep spoke specifically with an Influencer.Phone call where the sales rep spoke specifically with the Decision Maker.Phone call where the sales rep left a voice-mail.A conversation with an influencer at an event or trade show.A conversation with the decision maker at an event or trade show.Referral. Page xx
    • Sales Leadership 03. Sales Coaching Model What is a Contact?Example: If the outside sales rep knocks on a door, talks to anemployee (regardless of their position) and gets a business owner’sname, is that considered a contact? What happens when the salesrep goes back to the office and then calls that business owner onthe phone? Is that considered one or two contacts?•Regardless of how you define the word “contact,” you and yoursales reps need to know what a contact is so you can determinethe sufficient quantity for that rep to achieve their sales quota.•Once that is established, measuring and coaching your reps abouttheir prospecting activities becomes much clearer. Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise:What is a Contact? Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 3: CoachDetermine WHY your salesperson IS or IS NOT meeting quota andWHAT you both need to do in order to improve performance.Use the One-on-One Coaching Guide to answer the question: Why is my salesperson NOT meeting their Sales Quota? Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise: Open-Ended vs. Closed Questions• If you ask an open-ended question, you should get an open-ended answer.• If you ask a closed question, you should get a specific (e.g., “yes” or “no”)answer. Page xx
    • Sales Leadership 01. Role of Sales Leadership RESOLUTION Selling®1Contacts• Quantity• Quality 2 1st Appointments • Qualify • Quantify 3 Proposals 4 Page xx Closes
    • Sales Leadership 03. Sales Coaching Model• One-on-One Action Plans• One-on-One Coaching Guides Page xx
    • Sales Leadership 03. Sales Coaching ModelCoaching Principles:1. Your goal is to answer the question – “Why is this sales rep NOT meeting quota?”2. Define the CONVERSATION TYPE at the beginning. “The purpose of this conversation is…”3. Stay on the ROAD OF REALITY – Don’t get pulled into the weeds!4. PAUSE – Take time to think about your question.5. Don’t ask two questions at the same time.6. Don’t answer your own question.7. When possible, keep your questions short. Page xx
    • Sales Leadership 03. Sales Coaching ModelCoaching Principles:8. Keep your questions direct.9. Don’t INTERRUPT! Don’t try to HELP! Let them THINK!a. Silence = Thinking; Thinking = Growth10. Allow your sales rep to develop their improvement plan. You want them to take OWNERSHIP of it.11. Don’t be too quick to agree with their argument/defense/complaint.12. Be prepared to RUN THE PLAY over and over again.13. Know the line between coaching and therapy… and don’t cross it. Page xx
    • Sales Leadership 03. Sales Coaching ModelWords/Phrases:1. “That’s not what I asked you.”2. “We’ll get to that later. Right now let’s stay on topic.”3. “That’s not relevant to this conversation.”4. “Let’s try that again.” Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise:Pipeline Analysis, Part 2 Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise:Coaching Calendar Page xx
    • Sales Leadership 03. Sales Coaching Model Coaching Discussion• What is causing a “roadblock” for my salespeople?• Do they have enough time to actually do their jobsuccessfully?• What needs to change?•What can I do as the Sales Leader to help themimprove their time and priorities? Page xx
    • Sales Leadership 03. Sales Coaching Model Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 4: Develop•Create an Action Plan fordevelopment.•Prioritize the specific nextsteps you and your salespersonwill take in order to improveperformance. Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 4: Develop This is a SAMPLE from the One-on-One Action Plan OWNERSHIP ISSUE TO FIX/IMPROVE (Be specific) Rep/SM/Org Bucket #1 - Insufficient # of contacts. Only making 50 Rep contacts per week. Bucket # 2 - Failing to fully qualify every sales Rep opportunity. Insufficient # of coaching call observations. SM Page xx
    • Sales Leadership 03. Sales Coaching ModelStep 4: Develop This is a SAMPLE from the One-on-One Action Plan START EVALUATION ACTION PLAN (S.M.A.R.T. Objectives) DATE DATE I will improve my prospecting activity by increasing my number of contacts from 50/week to 80/week in 2/17 2/24 the Primary Care vertical on Tuesday and Wednesday mornings from 9am-12pm each day. I will qualify new prospects on every 1st appointment by filling out the Qualified Prospect form and then 2/17 2/24 reviewing it with my Sales Manager in our 1-on-1 sessions. I will increase the # of coaching calls to 1/week until 2/21 3/30 <rep name> achieves quota. Page xx
    • Sales Leadership 03. Sales Coaching Model Exercise:ISSUES TO FIX/IMPROVE – What are the specific issuesthat need to be fixed or improved in order for your salesrep to achieve and exceed their sales quota? List themone per box.OWNERSHIP – Identify who is responsible for this issue.Is it the Salesperson, Sales Leader or the Organization?ACTION PLAN – What S.M.A.R.T. objectives will you andyour rep set? Page xx
    • Sales Leadership 03. Sales Coaching Model Page xx
    • Sales Leadership 03. Sales Coaching Model
    • 4. Resolution Selling Overview and Qualifying Prospects Page xx
    • Sales LeadershipObjectives:•Introduction to Resolution Selling•Apply the characteristics of a qualified prospect•Differentiate between a qualified pipeline and anunqualified pipeline•Practice the qualifying conversation in order to coach yoursales reps Page 23
    • Sales Leadership 03. Sales Coaching ModelSales Model 1. Prospect 2.Build Trust 3.Analyze Needs 4.Present 5.Close Page xx
    • Sales Leadership 03. Sales Coaching ModelSales Model 1. Prospect Lead generation and pre-call planning. Page xx
    • Sales Leadership 03. Sales Coaching ModelSales Model 2. Build Trust Establishing an environment of credibility and receptivity between you and your prospect. Page xx
    • Sales Leadership 03. Sales Coaching ModelSales Model 3. Analyze Needs Discovering the business objectives and issues that the prospect wants to address. Page xx
    • Sales Leadership 03. Sales Coaching ModelSales Model 4. Present Providing an on-target solution that matches your prospect’s specific objectives and issues. Page xx
    • Sales Leadership 03. Sales Coaching ModelSales Model 5. Close Finalizing the transaction. Page xx
    • Sales Leadership 02. Qualifying ProspectsWho Are Fully Qualified Prospects?Seven Characteristics of a Qualified Prospect1. Have a NEED for your product/service and are AWARE of it.2. Have the legitimate AUTHORITY.3. Have the ABILITY to buy. (Budget and willingness)4. Have a sense of URGENCY about the decision.5. Your prospect TRUSTS you and your organization.6. Willing to LISTEN to what you have to say.7. Fit your TARGET MARKET & PRICE POINT Page xx
    • Sales Leadership 02. Qualifying Prospects ULTIMATE QUALIFIER 1. Trust 2. Urgency PREMIUM QUALIFIERS 3. Authority 4. Ability ($) 5. Need and AwareFOUNDATIONAL QUALIFIERS 6. Listen 7. Target Market & Price Point Page xx
    • Sales Leadership 02. Qualifying Prospects Page xx
    • Sales Leadership 02. Qualifying Prospects QUALIFICATION OF THE PROSPECT QUALIFIED 90% PROSPECT Will close this month “Qualified Pipeline” 70% VERBAL Will close, but not this month 50% CONTENDER Urgency/Authority/Budget (Must have 2 out of 3)“Unqualified Pipeline” 30% PROSPECT Willing to listen; Need and Aware 10% LEAD Fits Target and Price Point Page xx
    • Sales Leadership 02. Qualifying ProspectsTHE QUALIFYING CONVERSATION• COMPANY – “What is the name of the Company?” “Is it serviceable?”• QUALIFICATION - “How qualified is this prospect?” (10%, 30%, 50%, 70% or 90%)• CONTACT – “Who is you primary contact?” title; role in the decision; behavior style• NEED/WANT – “What do they Need, Want?” “Are they Aware of that?” • “How do you know they need that?”• AUTHORITY – “Who is the decision-maker?” • “Who else is participating with <name> in making this decision?” • If your rep doesn’t know, then ask them if they asked the prospect: “Who else is participating with you in making this decision?”• BUDGET – “Have you and the prospect talked numbers (price)?” • “What is their budget range for this initiative?” • “Did you ask them if you could review a bill from their current provider?” • “Did you ask the decision-maker as well?” • “Does your internal advocate and the decision-maker both agree on the budget/price for this? Page xx
    • Sales Leadership 02. Qualifying ProspectsTHE QUALIFYING CONVERSATION7. URGENCY – (This is where they mess up a lot, so focus your attention here) • “What date do they want it installed?” (Don’t settle for: ASAP, right away, soon, immediately, etc.) • “What is driving that date?” • “What happens if they don’t meet that date?” • “How flexible are they with that date?”8. TRUST • “On a scale of 1-10, how much does ______ trust you?” • “On a scale of 1-10, how much do you trust _______?”9. LISTEN – “Were you able to get a meeting with the decision-maker?”10. TARGET – “Does the prospect fit our target market & price point?”11. QUALIFICATION (revisited) – “How qualified is this prospect now?” (10% - 90%)12. NEXT STEPS – “What are the next steps?” Page xx
    • Sales Leadership 02. Qualifying ProspectsTHE QUALIFYING CONVERSATIONPrinciples:2.Go through each qualifier thoroughly; one at a time3.Make your sales rep “prove” their answers4.Ask your sales reps the same questions you want them to ask the prospect toREINFORCE what you want them to do on every sales call.5.Put a check mark next to each qualifier that is fully satisfied6.Put a question mark next to each questionable qualifier7.This process will take time the first time you do it. If you continue to follow this process,several good things will happen: • Your sales reps will begin to ask qualifying questions on sales calls (changed behavior) • Your conversations about their pipelines will become shorter and more effective • Your sales reps’ forecasting will improve • Your sales reps closing ratio’s will improve (they won’t waste time attempting to sell to unqualified buyers) Page xx
    • Sales Leadership 02. Qualifying Prospects Exercise: Role PlayIn groups of three and conduct a Qualifying Conversation.Here are the roles:7.Sales Rep – Play the part of one of your sales reps. Use one of their prospects toqualify. Take on your reps’ persona just as they would in a one-on-one session.8.Sales Manager – You will facilitate the Qualifying Conversation using the format onthe previous page. Your goal is to help the sales rep determine the ACTUALqualification of their prospect.9.Sales Director – You will observe your Sales Leader evaluate their performance andprovide feedback after the role play. Page xx
    • 5. Prospecting into Verticals Page xx
    • Sales LeadershipObjectives:•Apply the Vertical Prospecting Strategy•Create great prospecting questions in order to arm yourreps for sales success•Generate a Satisfied Customer Sheet that featurescustomer testimonials•Coach your reps to improve their prospecting efforts Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYThe Objective is to leverage a salesperson’s knowledgeand positioning in order to improve their salesadvantage when prospecting, selling, gaining referralsand penetrating a particular market.Leveragability Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGY Page xx
    • Sales Leadership 04. Prospecting into Verticals VERTICAL PROSPECTING STRATEGY5. Practice Scripts and Approach – Practice your cold call approach with your sales leader … 100 times. Page xx
    • Sales Leadership 01. Role of Sales LeadershipExample: Vertical: MEDICALSub –Verticals: • Radiologist • Optometrist • Chiropractor • Primary Care Physician • Psychiatrist • Dermatologists • Dentist • Obstetrician • Veterinarian • Anesthesiologist Page xx
    • Sales Leadership 01. Role of Sales LeadershipVertical: MEDICALSub –Verticals: • Radiologist • Optometrist • Chiropractor • Primary Care Physician • Psychiatrist • Dermatologists • Dentist • Obstetrician • Veterinarian • Anesthesiologist Page xx
    • Sales Leadership 01. Role of Sales Leadership DentistTotal in Market Customers Non-Serviceable Potential200 50 50 100 Page xx
    • Sales Leadership 01. Role of Sales Leadership DentistTrends1. Convert to electronic records2. Large files transmitted between office and lab3. Mobility for Dentists Page xx
    • Sales Leadership Exercise:Vertical Prospecting Strategy Page xx
    • Sales Leadership Exercise:Vertical Prospecting Questions Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYWhat You Need to Know About a Vertical1. What are some major trends occurring within the vertical right now?2. How do they use telecom in their business? a. How do they primarily use voice communications?  Outbound calls?  Customer relations?  In bound calls?  Inter-office communication? a. How do they use the internet?  Upload files?  In-bound email communication?  Download files?  Outbound email communication?  Research? Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYWhat You Need to Know About a Vertical3. How can a telecommunications salesperson bring value to their organization/industry?4. What is the best way for someone like me to approach business owners and decision makers in their industry?5. What are some of the primary challenges business owners/ decision- makers in their organization/vertical face with telecommunications? Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYWhat You Need to Know About a Vertical6. What associations do they belong to?7. What industry publications do they read? VERTICALS8. Who else do they know in their industry that could • Trends benefit from our services? • Challenges • Opportunities9. Can I use their name on our marketing collateral? • Changes • How they use our services • Associations • Referrals Page xx
    • Sales Leadership 04. Prospecting into Verticals6 – Step Referral Process1. Update/Upsell2. Vertical Prospecting Questionnaire3. Referral4. Testimonial5. Reference6. Quote Page xx
    • Sales Leadership 04. Prospecting into VerticalsExample: Satisfied Customer Sheet John Doe – Account Executive 602-555-1234 50 Dental Customers john.doe@twcable.com 1. Uptown Dental Care Dallas, Texas “Since transferring my telecommunication services to Time Warner Cable, we now experience faster internet speeds and their customer service is excellent!” - Dan 2. Bear Creek Family Dentist Dallas, Texas 3. Marye G Robert DDS Dallas, Texas “I am extremely pleased with my internet and phone services since switching to Time Warner Cable.” - Marye Page xx 4. Nguyen Phuong DDS
    • Sales Leadership 04. Prospecting into Verticals Market Segmentation•What SEGMENT is the caller in?2.“How many locations do you have?”3.“How many full-time employees (FTEs) do you have?”4.“How many years have you been in business?”5.“How many remote access employees do you have?” Page xx6.“Do you have a domain name for your e-mail?”
    • Sales Leadership 04. Prospecting into Verticals5. Practice Scripts and Approach• Practice with your sales reps their cold call approach minimum of 100 times per sales rep• Run the play over and over• Practice: • During Sales Meetings • During One-On-One Sessions • On your way to a sales call • Prior to getting on the phone to cold call • Before going to a networking event Page xx
    • Sales Leadership 04. Prospecting into Verticals6. Map Your Route & Sell! – Help your sales reps select the companies to cold call; have them bring their satisfied customer sheets and then hit the road! One of the most profitable endeavors for Sales Managers is to consistently practice selling skills, especially cold calling, with their reps. Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYCold Calling ScenariosScenario #1: “My purpose for coming by today is to let you knowthat we work with 50 Dentists in the city providing them withtheir telecommunications – voice, data and cable TV services. SoI wanted to meet you to find out if we can be of service. I don’tknow if we can or if this is the right time. In order to find out ifwe can be of service, how can I get connected with the personwho handles your telecommunications?” Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYCold Calling ScenariosScenario #2: “I wanted to let you know that we work with 50Dentists in the area. We provide them with voice, data andcable TV services. Here’s a list of our current customers. Mypurpose for coming by today is to meet you, introduce myselfand to find out if we can be of service. I don’t know if we can orif this is the right time. In order to find out if we can be ofservice, how can I get connected with the person who handlesyour telecommunications?” Page xx
    • Sales Leadership 04. Prospecting into VerticalsVERTICAL PROSPECTING STRATEGYCold Calling ScenariosScenario #3: “I wanted to let you know that we work with 50Dentists in the area. We provide them with voice, data andcable TV services. We’ve learned that ensuring reliable serviceand fast internet speeds are critical with the volume and size offiles you transmit back and forth with your lab. I don’t know ifwe can be of service, but in order to find out, how can I getconnected with the person who handles yourtelecommunications?” Page xx
    • Sales Leadership Exercise:Cold Calling Scenarios Page xx
    • 6. Field Coaching Page xx
    • Sales Leadership 06. Coaching Page xx
    • Sales LeadershipObjectives:•Practice coaching skills to improve performance•Increase your awareness about your coaching skills Page xx
    • Sales Leadership 06. CoachingScenario 1SalespersonCompany: Richardson DentalContact: Mary JohnsonTitle: Office ManagerLead Source: Cold CallInterest Level: She took a few minutes to listen to you when you coldcalled two weeks ago. She indicated that she would like to take a lookat your service offerings because there may be a need. She agreed toan appointment. Currently she has phone with one provider andinternet and video are through a different provider. Page xx
    • Sales Leadership 06. CoachingScenario 2SalespersonCompany: Sportime FitnessContact: Jim SmithTitle: Assistant ManagerLead Source: Chamber of Commerce EventInterest Level: High.He was very excited to talk with you at the Chamber of Commerce meeting.They have very slow internet and their phone system is outdated. He wantsto make a decision right away. He quickly agreed to an appointment. Page xx
    • Sales Leadership 06. CoachingScenario 3SalespersonCompany: American GrillContact: Gary WadeTitle: OwnerLead Source: Cold CallInterest Level: Gary was very busy when you cold called on him last weekbut he did say that he wants to talk so he agreed to an appointment thisweek. You saw that he had 5 large projection TV’s and 10 smaller flat panelslocated around the restaurant. You know from experience that theAmerican Grill is focused on catering to the sports crowd. It is a relativelynew restaurant, having been opened for only about 2 years now. Page xx
    • Sales Leadership 06. CoachingScenario 4SalespersonCompany: Woodall Paper, Inc.Contact: Kevin FieldsTitle: IT ManagerLead Source: Existing CustomerCurrent service(s): InternetPerceived Interest: HighYou called Kevin and told him about your phone services. He was very gladto hear from you and quickly set an appointment with you to discuss yourvoice options. They already have Internet they bought a year ago from youand are happy with your service. Page xx
    • Sales Leadership 06. Coaching Page xx
    • Sales Leadership 06. Coaching Page xx
    • Sales Leadership 06. Coaching Page xx
    • Sales Leadership 06. Coaching Page xx
    • Sales Leadership 06. Coaching Page xx
    • 7. Forms Page xx
    • Sales Leadership 07. FormsSales Manager: __________________________ Sales Meeting Topic: __________________________Evaluated By: __________________________ Date: __________________________Did your Sales Manager:1. Have an agenda for the sales meeting? Yes No N/A2. Start the meeting on time? Yes No3. Hold accountable any salespeople who were late? Yes No N/A4. Communicate or provide a copy of the agenda? Yes No5. Use the online Sales Meetings and handout from Yes No N/A SalesChampion.tv?6. Allow salespeople to get “off topic” and discuss irrelevant issues? Yes No7. Finish the meeting on time? Yes No8. End the meeting on a positive note? Yes NoHow well did your Sales Manager: Rank your Sales Manager using this scale: Page xx 5-Excellent 4-Good 3-Average 2-Fair 1-Poor
    • Sales Leadership 07. Forms Page xx
    • Sales Leadership 07. Forms Page xx
    • Sales Leadership 07. FormsSalesperson: _______________________________________ Sales Manager: _____________________________________ Date: ___________________ QUOTA 4 BUCKETS THIS MONTH PREVIOUS MONTH YTD TIME FRAME 1 2 3 4 QUOTA __________ CALLS 1ST APPTS CONTRACTS CLOSES AVG. SIZE OF SALE ACTUAL CURRENT % ADJUSTED OWNERSHIP START EVALUATION ISSUE TO FIX/IMPROVE (Be specific) ACTION PLAN (S.M.A.R.T. Objectives) Rep/SM/Org DATE DATE____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Sales Manager:_____________________________________________ Salesperson: _______________________________________________ Page xx
    • Sales Leadership 07. FormsSalesperson: ____________________________________ Sales Director:___________________________________Sales Manager: __________________________________ Review Date:____________________________________BEFORE THE MEETING:ONE-ON-ONE ACTION PLAN (Use a blank One-On-One Action Plan form for this session) • Fill in the all of the data in the QUOTA box first. [Quota, Actual, % (This Month, Previous Month, YTD)] • Fill in just the Time Frame in the 4 BUCKETS box. (ex: per day, per week, per month, etc.)SAY: “The purpose of this conversation is for us to determine why you are/are not meeting quota and what we can do together inorder to improve your results.”ASK: “Why do you think you are/are not meeting quota?” Ask your rep the following questions in order to fill in the rest of the 4 BUCKETS boxes. 1. Bucket #1 (Current) “How many new CONTACTS are you making each <time period>?” (ex. each week?) 2. Bucket #2 (Current) “How many 1st APPOINTMENTS are you getting each <time period>?” (ex. each week?) 3. Bucket #3 (Current) “How many PROPOSALS are you submitting each <time period>?” (ex. each week?) 4. Bucket #4 (Current) “How many CLOSES are you getting each <time period>?” (ex. each week?) 5. Avg. Size of Sale (Current) Calculate their average size of sale by dividing total sales by the number of sales. • Example: If they sold $5,000 last month and made 10 sales, then their Average Size of Sale would be $500.PROSPECTING ISSUES (BUCKET #1: QUANTITY)Your next objective is to determine IF your sales rep needs to adjust their numbers in the CURRENT boxes.• Using the questions on the next two pages, update the numbers accordingly and write them in the ADJUSTED boxes.1. “Do you feel this is a sufficient number of new contacts to meet quota?”  Yes  No2. “If no, how many contacts do you think you need to make in order to achieve quota?“ Page xx3. “How are you making these contacts?”  Face –to-Face  Phone  Networking  Referrals Other: _______________
    • Sales Leadership 07. Forms Page xx
    • Sales Leadership 07. FormsYou have completed the first two phases ofthe training process:Phase 1: AssessmentPhase 2: TrainingPhase 3: 12 Coaching Sessions
    • Sales Leadership 07. FormsNEXT STEPS12 Session Online Coaching ProgramNow that you have completed your training, you will begin a 12-session follow-up coachingprogram. This will help you reinforce the concepts you learned in the training and improveyour performance. This will include:•Pre-Work prior to your “live” coaching call•Live call with a coach to review and reinforce the concepts from each session’s objectivesThe following pages show you exactly how to proceed with the most important part of yourdevelopment experience: follow-up coaching and reinforcement.Please read the instructions carefully to maximize your investment of time and energy intothis powerful next phase of the process…
    • Sales Leadership 07. FormsSTEP 1: RECEIVE EMAILYou will receive a calendar meeting request from: coaching@saleschampionuniversity.comwhich will contain the following information: (Please check your spam/junk email folders)•Subject Line: Online Coaching Call•Location: www.SalesChampionUniversity.com•Username & Password•Dial-In info - Phone #: ________________________ - PIN #: _______________________ • Scheduled Coaching Call dates It is imperative for you to ACCEPT the coaching call meeting request to place all 12 sessions on your calendar
    • Sales Leadership 07. FormsSTEP 2: LOG-INPlease go to www.SalesChampionUniversity.com•Click on MY CURRICULA•Click on <your class> • Example: “Sales Leadership Coaching”•Click on Start Course beside the session for that week
    • Sales Leadership 07. FormsSTEP 3: COMPLETE SESSION #1Complete Session # 1 at least 24-hours BEFORE your 1st Coaching Call • WATCH VIDEO – Note - not all sessions have a video • COMPLETE HOMEWORK • PRINT HOMEWORK - Bring it to your coaching call • TAKE QUIZ - Note – not all sessions have a quiz • ATTEND COACHING CALL - Your attendance will be RECORDED and REPORTED to management • FOLLOW YOUR COACH – Listen to your coach for instructions on the next 11 sessions
    • Sales Leadership 07. FormsProblems?Please contact Resolution Systems:•E-mail: coaching@saleschampionuniversity.com•Phone: 866.350.4457 (8:30am – 5:00pm EST)When contacting us, please let us know the day and time of yourcoaching call so we can assist you more quickly.