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Leadership for iGIP
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Leadership for iGIP

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  • 1. Leadership for GIP
  • 2. What does a leader do? Purpose Performance Culture and Behaviors People
  • 3. Purpose Purpose Reflection? • On a blank piece of paper write: • Who are your heroes? • Why are they your heroes? • Why are of so many of our stories about heroes?
  • 4. How Purpose pushes your team Realization of Success Vision Breakthrough from a Mentor— Purpose Challenges Guilt, fear, exhaustion, anger “I can’t do it” “I’m not the right person” “It’s unfair”
  • 5. Purpose Team purpose Reflection • On a blank piece of paper, write: • What is your team fighting for? • When is the last time your team talked about your purpose? • What was the most challenging decision you’ve made in your current team experience? • Did you consider your team purpose in making that decision? • Make a list of your team members. For each one, what is their main motivation? Is it connected to the purpose of your team?
  • 6. Purpose How to lead your team with purpose. . . • Make sure there’s something your team is fighting for, something you can be proud of • Remind your team of their purpose • Role-model being purpose-driven by putting your purpose at the center of important decisions • Help each person in your team connect with the team’s purpose, sometimes it takes baby steps
  • 7. Performance How do you make a performing team? Make Your Team Ready Make Them Perform Help Them Perform Better
  • 8. Performance How do you make a performing team? • Capture the Early Success Window! • Train people fast • Make all of the content they need to learn to do their jobs • Teach it to them in one week • Give people assignments to practice what they’re learning from Week 2
  • 9. Performance How do you make a performing team? • Set weekly standard of performance and hold people accountable to it • 1 sales meeting per week • Every account moved one step in the process every week • For you what will that standard be?
  • 10. Performance Seller How do you make a performing team? Contacts Sales Meetings Booked Leads TNs Ra TNs Ma TNs Re TNs Re-Ra Rafael 8 6 1 2 2 0 0 Alica 9 3 3 10 0 0 0 Joseph 4 0 0 0 0 0 0 Cole 14 11 7 12 8 5 14 • • • • • What should we do with Joseph? What should we do with Cole? What coaching does Rafael need? What coaching does Alica need? What assignment could you give to each person to improve their performance?
  • 11. Performance How do you use this to make your team perform? • Be consistent and track these KPIs every week. Don’t accept excuses • If people are not meeting the minimum standards, meet with them one time to understand why and set a plan for them to get back on track. If they still don’t perform, fire them • That person needs this for their development • Your team needs you focusing on them and not someone who doesn’t want development • Every leader learns this lesson—it’s just a matter of how much they fuck up before they do • Be the role model
  • 12. Performance Cole’s sales team Are all of these sales people? How does this compare to your LC?
  • 13. Performance Cole’s sales team
  • 14. Performance Cole’s sales team
  • 15. Performance How do you use this to make your team perform? • On a piece of paper, write: • What KPI will you track your team on every week? • For each of your team members, put them in three categories • Awesomely performing (they are at or ahead of your standard) • Not performing, but they have potential to be an awesome performer • Not performing. It’s time to give them a final chance and fire them in two weeks if necessary • Be the role model
  • 16. Performance What did this team achieve? • Most sales intensity in the country after 3 months • #1 iGIP LC the next year • 4 of my sales team went to EB roles • 4 were on NST • 1 went to MC • 1 applied for MCP
  • 17. People What Does It Mean to Lead People?
  • 18. People Leading people’s outer journeys • On a blank piece of paper, write each of your team members • What is each person’s goal, in terms of results? • For that person to achieve their results, are you pushing each person too much, the right amount, or not enough? • What support does each person need to perform? • Have you made sure they get that support?
  • 19. People Leading people’s outer journeys • Have clear goals, clear strategies, and empower your team to achieve them • Be demanding—push your team to strive for excellence • Make the team and yourself the person’s support system
  • 20. People Providing spaces for the outer journey • Team meetings for the outer journey • Keep people clear on vision and goals • Track goals and show everyone’s results • Facilitate support for people’s bottlenecks
  • 21. People Leading people’s inner journeys • On a blank piece of paper, write each of your team members: • For each person, who are they trying to become—what is the development they’re seeking (personal goals)? • How does their role help them become that person? • When is the last time you spoke to your team member about their development?
  • 22. People Leading people’s inner journeys • Know what your team members want out of their role—in terms of personal development • Treat them as though they are that person, and hold them accountable for being the better version of themselves
  • 23. People Providing spaces for the Inner journey • Coaching sessions for the inner journey • Understand people’s self-assessment of performance • Give people honest feedback • I feel like you’re scared • I think you can work harder • I feel like you need validation too much • Fight for the better version of your team member in coaching them • Make changes in the role or give people assignments to help them be more successful
  • 24. People Providing spaces for the Inner journey • Team days for the inner journey • Shared reflections on people’s challenges, accomplishments, and learnings • Honest feedback between the team members • Understanding of people’s values • Visioning the future and making commitments • Surprise people, do thoughtful things for them
  • 25. People What do Your People Need From You? • Honesty, even when it’s difficult • Accountability, especially firing them if that’s what they need • Support in overcoming their bottlenecks
  • 26. Recap Purpose Performance Culture and Behaviors People
  • 27. purpose Realization of Success Vision Breakthrough from a Mentor— Purpose Challenges Guilt, fear, exhaustion, anger “I can’t do it” “I’m not the right person” “It’s unfair”
  • 28. performance Seller Contacts Sales Meetings Booked Leads TNs Ra TNs Ma TNs Re TNs Re-Ra Rafael 8 6 1 2 2 0 0 Alica 9 3 3 10 0 0 0 Joseph 4 0 0 0 0 0 0 Cole 14 11 7 12 8 5 14
  • 29. people