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Field Sales Conference Report Workshop Presentation

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“…The Sales Director is perhaps the most important role in the company. No single management team can generate the immediate and sustainable field impact that the Sales Director can.” …

“…The Sales Director is perhaps the most important role in the company. No single management team can generate the immediate and sustainable field impact that the Sales Director can.”
Andre’ Harrell
“Our goal at AH2 & Beyond is for your Directors to become master coaches, thereby giving you a competitive advantage in the marketplace.”

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  • 1. “THE FIELD SALES CONFERENCE REPORT” (COACHING TOOL WORKSHOP EXCELLENCE) By Andre’ Harrell
  • 2. INTRODUCTION “…The Sales Director is perhaps the most important role in the company. No single management team can generate the immediate and sustainable field impact that the Sales Director can.” Andre’ Harrell “Our goal at AH2 & Beyond is for your Directors to become master coaches, thereby giving you a competitive advantage in the marketplace.”
  • 3. OUTCOMES  Review the coaching process; share successes and best practices.  Strengthen the application of the current level of specific behavioral information contained in the Field Coaching Report.  Recognize and implement key division strategic directions during field contacts.  Enhance consistency/continuity in the ability to write Field Coaching Reports to increase productivity.
  • 4. AGENDA  Coaching field application best practices.  Writing the FCR – what good looks like and how to get there.  Practice editing your real FCRs.
  • 5. “THE STRATEGIC CONVERSATION” What is happening now as compared to success Things that cause the situation or barriers to success The outcome: what we are trying to achieve, and what it looks like Steps and roadmap to success The Setting SUCCESS The Origin The Resolution
  • 6. “THE STRATEGIC CONVERSATION” Start at the top, then go below Things that cause the situation; barriers, drivers, beliefs Steps and roadmap to success The outcome: what “good” looks like in behaviors and results What is happening now as compared to success; behaviors you observe; results you can track 80%20% Spend 80% on the right side The Setting The Origin The Resolution SUCCESS
  • 7. TYPICAL COACHING  “Problem” is “agreed” upon; coach asks/tells how to solve it.  Solution is based on a standardized process.  Once “fixed," coach looks for another problem to “fix."  Coach has decided what needs to be “fixed.“  Begins to ask questions to get the employee to see it.  Whatever is said, the coach may add their “two cents." The Setting The Origin SUCCESS The Resolution
  • 8. GETTING STARTED: SETTING THE STAGE Before asking questions, it is important to “set the stage.” This is similar to opening a sales call. – Use a “what and why” statement to relate what you are going to do and why it is important from the representative’s point of view. – Check for agreement. Example: “Let’s talk about your top accounts and see if together we can identify some strategies to help you gain more access. Is that OK with you?”
  • 9. SUCCESS: WHAT IS THE GOAL? What? Why? What? Specific area, “Name it” Skill Discuss the “WIIFM” Objective Look like? “Define it” SUCCESS
  • 10. THE SETTING: WHERE ARE YOU NOW IN RELATION TO GOAL? • Understand the situation from the employee’s point of view. • Discuss observed behaviors in the context of success. • Probe around what the employee did/behaviors, what the customer did/behaviors, and what the result was. • Probe to understand employee’s view of the situation: Is he/she getting closer to success? (Be specific.) The Setting The Origin The Resolution SUCCESS
  • 11. ORIGIN: WHAT IS GETTING IN THE WAY OF THE GOAL? 1. Focus: What the employee is thinking about as it relates to the skill/task or goal. 2. Skill: Level of competence in a skill or task. 3. Territory: All things related to external working circumstances. Barriers: Things that get in the way of success or that are causing the current situation. What is getting in the way? The Setting The Origin The Resolution SUCCESS
  • 12. RESOLUTION: HOW ARE YOU GOING TO GET TO THE GOAL? Solution: Solutions & options (brainstorm). Test: Test the solutions. Plan: Plan the steps & follow up. 1. 2. 3. The Setting The Origin The Resolution SUCCESS
  • 13. “THE WORKSHOP” Key point: Coaching is a conversation! Part 1 (3 minutes). Assemble in pairs; select one of the FEEDBACK FORMS you brought with you. Share with your partner the plan for skill development discussed at the end of the field visit. Your partner will play your representative. This is a discussion you are having with this representative at a breakfast meeting as a quick follow-up to the field session. Part 2 (7 minutes) Follow-Up Coaching Conversation. • Set the Stage • Clarify Success • Understand the Origin • Uncover a Resolution • Reinforce/Revise the Resolution/Plan Success Part 3 (3 minutes). Debrief, page 50 Switch roles and repeat. The Setting The Origin The Resolution SUCCESS
  • 14. “THE FEEDBACK WORKSHOP SESSION” (COACHING TOOL WORKSHOP EXCELLENCE)
  • 15. CLARIFY SUCCESS 10 minutes: In your table groups answer the 3 questions. Flip chart and be prepared to present. What: The written FEEDBACK FORM Why: Identify the top 3-5 reasons for Feedback. What is it in service of? Why do we even write these things? What: What does great look like? Identify the top 5 metrics that would let you know you have written effective Feedback.
  • 16. FEEDBACK: SETTING/ORIGIN/RESOLUTION EXERCISE 30 MINUTES The Solution: What are 2-3 things we as a leadership team will do in order to raise the impact of our written Feedback and achieve our success goals/metrics? The Setting: Identify what aspect of the findings support our behavior as a team in line with what great looks like. Identify 3-4 areas that, as a group, you would recommend the Sls Dir team focus on to enhance or achieve success writing the Feedback. The Origin: What is getting (or could get) in the way of our goal for written Feedback communication? What aspects are in your control? Success: Stakeholder/Company agreed upon result. The Setting The Origin The Resolution SUCCESS
  • 17. FEEDBACK REVIEW Review the two consecutive FCRs from one Sales representative that you brought with you. 5 minutes • Identify what aspects of your written feedback are aligned with what great looks like. • Identify 1-2 areas that you would want to focus on to enhance your written Feedback. 5 minutes Share with your partner what you learned in this assessment.
  • 18. Two Types of Strategic Coaching Skills & Business Management Performance/Sales Results In Service of Business Management • Used to enhance selling strategies or territory management strategies to solve sales problem or optimize opportunity. • Examples: Product X sales, leverages internal resources, creates account business plans, execution of the plan. • Takes place anywhere (field, phone, e-mail, etc.). Skills • Focuses on developing rep’s selling skills and knowledge. • Examples: Stage 2 questions, shape the value/framing, accelerate closure, understanding the disease state, using in- depth knowledge to effectively position products. • Generally takes place in the field. Training and Development Plan Objectives and Action Plan In Service of In Service of
  • 19. WHAT DOES SUCCESS LOOK LIKE? Impact of Poorly Prepared & Presented Reviews Impact of Well Prepared & Presented Reviews Quality of Communication  Limited, defensive  Open, honest, ongoing Performance  Unclear expectations  Focused execution Organizational Synergy  Performance “silos”  Aligned priorities Performance Documentation  Conflict, legal risks  Written record, evidence Employee Development  Stagnated skills sets  Prepared for the future Employee Accountability  The “blame game”  Ownership of results Employee Motivation  Feeling under-valued  Feeling valued, driven Ongoing Supervision  Hands-on supervision  Empowerment, initiative Turnover  Risk of resignation  Retention of the best Other? PERFORMANCE REVIEW OUTCOMES
  • 20. SALES DIRECTOR ROLE Director’s Role  Communicate regularly with employees about performance  Maintain specific performance records and data  Write a thorough, fair, honest, performance review  Give specific, positive, and constructive feedback  Consider the employee’s development interests and career goals  Encourage participation in the discussion  Collaborate on meaningful development & performance goals  Validate the review with the next-level manager  Be confident in the rating  Provide needed direction or support COLLABORATIVE PERFORMANCE MANAGEMENT
  • 21. SALES REPRESENTATIVE ROLE Employee’s Role  Communicate regularly with manager about performance  Maintain specific performance records and data  Write a thorough, fair, honest, self-assessment  Be open to specific, positive, and constructive feedback  Share development interests and career goals  Contribute appropriately in the discussion  Collaborate on meaningful development and performance goals  Be accountable for performance  Communicate challenges; ask for needed direction or support COLLABORATIVE PERFORMANCE MANAGEMENT
  • 22. WRITTEN FEEDBACK SUCCESS TIPS Sales Directors Must:  Document all performance discussions  Show an attempt to help the employee improve  Document consistent or progressively poor performance  Evaluate employees in a timely manner  Focus on job related behaviors  Sign and date the review and ensure the employee does too  Set specific goals with time frames LEGAL RESPONSIBILITY
  • 23. WRITTEN FEEDBACK PITFALLS LEGAL RESPONSIBILITY Sales Directors Must Not:  Assume a verbal warning can remain out of an employee’s file  Simply state that employee’s performance is unacceptable  Show a sudden decline in performance without documentation  Back date reviews or postpone them  Focus on personality & lifestyle  Allow reviews to go undated or unsigned  Make promises or predict the future
  • 24. KEY CONCEPTS Want – Don’t Want Behaviors vs. Opinions/Judgments WRITING THE “FIELD CONFERENCE REPORT”
  • 25. WHERE IS YOUR FOCUS? The “Success Cycle” Non-Useful • Don’t Want • Judgments/Opinions Useful • Want • Behaviors/Results LENS RESULTBEHAVIOR “The theory to which we subscribe will determine what we see.” Albert Einstein
  • 26. AVOIDING JUDGEMENT  Contrast  Primary  Halo  Familiarity  Cause/Motive  Leniency  Strictness  Central Tendency
  • 27. BEHAVIOR LITERACY Behaviors  What you can actually see and observe. What people do and say.  Results are the outcomes of behaviors that can be measured. Think “sight and sound.” Judgments or Opinions  What you interpret or infer from an observation. A description of a behavior and/or the intent behind it.
  • 28. SUCCESS WRITTEN FEEDBACK Success Write what competency or objective you are working on. Behaviors Results Write the specific actions or behaviors you observed. Write what you saw or heard! Write the impact (or lack thereof) the behavior had on the customer in terms of getting results and how it compared to what success looks like. Add to Build on additional behaviors to get to the goal.
  • 29. SUCCESS WRITTEN FEEDBACK Success We were developing Stage 2 questions to open up the dialogue and to encourage the customer to share their beliefs and prescribing rationale. Behavior & Results - Write What You See On 50% of the calls over the two days, you asked two closed probes at the end of the call. The customers responded with a “Yes” or “No” answer and gave no additional information. Add to vs. Didn’t do Focus on incorporating open probes to learn about the customer’s needs and see if we can get the doctor talking. Additional resources that will assist this focus are X and Y. Please give me a weekly voicemail update as to progress until the next field day that we ride together.
  • 30. WRITTEN FEEDBACK ACTIVITY Part I – 5 minutes Using an existing FCR, circle all of the statements in the “Comments from Work Session” in which you stated observations rather than specific behaviors and results.
  • 31. WRITTEN FEEDBACK ACTIVITY Part II – 10 minutes  Partner with another Sales Director.  Work together to rewrite the circled comments in the format below. Success Write what competency or objective you are working on. Behaviors Results Write the specific actions or behaviors you observed. Write what you saw or heard! Write the impact (or lack thereof) the behavior had on the customer in terms of getting results and how it compared to what success looks like. Add to Build on additional behaviors to get to the goal.
  • 32. OBJECTIVES/ACTION PLANS Skills: Training and development Business Management: Objectives and action plan. Success Write the goal related to competency or objective the plan reflects. You might include behaviors/metrics to measure The Setting The Origin Optional: Behaviors and results observed over the field visit. Optional: The obstacles that must be addressed as part of the solution. Strengths that can be leveraged. The Resolution Specific steps/timeframes toward the goal, preferably developed and agreed to by the sales representative.
  • 33. ENHANCING THE PLAN/OBJECTIVES 10 minutes  Partner with another Sales Director.  Work together and rewrite the Plan and Action Plan in the below strategic framework where necessary. Success Write the goal related to competency or objective the plan reflects. You might include behaviors/metrics to measure The Setting The Origin Optional: Behaviors and results observed over the field visit. Optional: The obstacles that must be addressed as part of the solution. Strengths that can be leveraged. The Resolution Specific steps/timeframes toward the goal, preferably developed and agreed to by the sales representative.
  • 34. ENDING “THE COACHING” DAY 1) Best practices discussion (10 minutes)  Discuss with your table team one of the following topics: “How to” productively end the field contact discussion. “How to” follow up on the field contact.  Post your team findings on the flip chart.  Be prepared to present your best practices with the entire group. 2) Team presentations and general debrief (10 minutes)
  • 35. “THE FIELD COACHING REPORT ”
  • 36. Thank you so much for reviewing my presentation which is a short caption of a workshop examining best practices on how to utilize a “Field Conference Report” as an effective “Coaching Tool” If you’d like to have a “Field Conference Report” implemented for your sales organization please contact us at: aharrell2000@comcast.net or andre.harrell@ah2andbeyond.com . Our report is also compatible with mobile devices, and I-Pad tools. Increase the coaching level of your sales leadership team by implementing the Training & Field Conference Report!
  • 37. Andre’ Harrell AH2 & Beyond Consulting www.ah2andbeyond.com 267-221-8529