High performanc sales & leadership team fcib nov2015

S
High Performance
Sales & Leadership Teams
Transformational Specialist
We offer two options for transformation.
Above where you presently are, or Beyond your wildest dreams.
Dr. Leahcim Semaj

Dr. Leahcim Semaj
Chief Ideator & Resultant
The JobBank/ Above or
Beyond
11/17/2015 Leading Change1
Keep In Touch!

211/17/2015 211/17/2015 2
“We have all that we need
to create what we want
because all the resources
we need are in our minds”
Theodore Roosevelt

www.LTSemaj.com 3
The New Illiterate
11/17/2015

11/17/2015 www.LTSemaj.com4
Everyone
Needs a Push Sometimes
S Muhammad Ali
S Asked to identify the
greatest lesson he
learned in life
S The Sonny Liston title
fight in January 1964

“Liston Was the Strongest Man I Ever
Fought”
S“Every time I hit him, it hurt
me worse than it did him
SWhen the 6th round ended
S I was completely spent
S I couldn’t even raise my
arms”

“I Couldn’t Even Stand up
to Go Back Into the Ring”
S“I’m going home! I told
Angelo Dundee
SI’m not going back in
there!”

Dundee Demanded
That Ali Get Back in the Ring
SAli refused
SThe bell rang
SAli still didn't rise

Dundee Pushed Him and Shouted
S“Get in there and
don’t come out until
you are
heavyweight
champion of the
world”

Ali Struggled to His Feet
SListon didn’t
SAli won the
title

The Lesson
S “The greatest lesson
I’ve learned is to have
someone pushing you
and making you do
things you didn’t think
you can do”
The Greatest Athlete of the 20th Century

Why Are You in Banking?
S CAREER
PLANNING is a
lifelong
process
S What was your earliest aspirations?
S Your first job?
S How you got here?
S Is this really where you want to
be?
11/17/2015 www.jobbank-ja.com11

S Choosing an OCCUPATION
S Getting a JOB
S GROWING in your job
S Possibly CHANGING CAREERS
S Eventually
SEncore Career/Retirement
CAREER PLANNING

Dharma – Passion - Purpose

What is Your Dharma?

1. Dharma
2. Professio
n
3. Vocation
4. Laborer

S
IT is now time For YOU to
Get Disruptive!
Innovation Starts With Disruptive
Hypotheses
(Luke Williams)
16

A disruptive
hypothesis
S is an intentionally unreasonable statement that
gets your thinking flowing in a different direction.
S …are designed to upset your comfortable
equilibrium and bring about an accelerated
change in your own thinking.
17

A disruptive
hypothesis
SThe ability to ask, “What
if?”
S is an essential part of every
thinking person’s skill set
18

It is now time to get
provocative,
Stime to dream things as they never were
and ask…
S‘What if?’
19

…. Take your
pick
SOnce you have a situation to focus on,
describe it in one sentence:
S“How can I disrupt the present reality by
delivering an unexpected solution?”
20

Disruptive Thinking
Facilitates Foresight
S The Single Most Critical Skill for the 21st Century
SForesight is...
S The Secret Ingredient of Success
S Critical to achievement in all areas of your life.
21

Foresight is…
S the key to survival in a world of disruptive innovation.
S enables you to see opportunities,
S avoid threats, and chart the fastest path to your goals.
S People who lack foresight
S are likely to find themselves unemployed
S when jobs are unexpectedly lost to new technologies,
S competition from overseas,
S or shifts in consumer tastes.
22

It is imperative that….
Sthey disrupt the status quo that is now
stifling our country
Sand become the Leaders,
S not just Observers of these global trends.
23

S
Picking & Nurturing
Your Team
11/17/2015 24

The Questions
S Why do workers behave the way they do?
S Why does it seem that workers see
employers as their enemy?
S Because We Violate The Principles For
Selecting and Nurturing Our Teams
11/17/2015 25

S
An organization is a perfect
system
shaped to be what it is
by the behaviours that are reinforced
This can be by
direct or indirect actions
intended or un-intended
actions
11/17/2015 26

Energizing Your Team
Forward
S The effective selection and utilization of human
resources
S in order to enhance and maximize
organizational performance
S Principles For Picking & Nurturing Your Team for
The Next Inning
11/17/2015 27

1. The IMF Model
SWhen worker continually
fail to do what they are
required to do
SIs Management Fault
11/17/2015 28

2. The Fish Model
SFish rotten
from the head
11/17/2015 29

3. Who vs.
What
S What people know is less important than who they are
S Hiring is about finding people with the right mind-set
S What you know changes
S who you are rarely does
11/17/2015 30

4. Be Willing To Act
S When Leaders Fail To Make Hard Decisions
S The result is that they get harder decisions to
make … in the future
11/17/2015 31

5. Build On Your Strengths
S “Weakness fixing might prevent failure
S but strength building leads to excellence
SFocus on your strength
S and manage around weaknesses”
S Marcus Buckingham,
S coauthor of First, Break All the Rules and Now, Discover Your Strengths
11/17/2015 32

Why Do Teams Succeed?
STeams succeed by picking the right
people for the job.
SWhat are their underlying motivations?

Let’s Take A Bus Ride
S Jim Collins,
S author of Good to Great says
S the starting point to build a successful company is
to…
S Get the right people on the bus.
S Get the wrong people off the bus.
S Then get the right people in the right seat on the

Who Wants To Play A Game?
S Name of the Game: Keep your job.
S Rules:
1. List the people who report to you.
2. List the 3 most important tasks that they are responsible for
accomplishing each day, each week, each month.
3. Then you sit here, I’ll go back and interview these people back
at your office if their answers to the same questions are the
same..
S Prize: You get to keep you job. (Brian Tracey)

Sis largely unstoppable
S This holds out the potential to be as beneficial to a society
S as a whole as past market evolutions have been
S There is only one message:
S You have to constantly upgrade your skills
S Or get left behind
17 November, 2015 www.LTSemaj.com37
The Flattening of the World

S ANYTHING CAN BE MADE ANYWHERE
wherever it’s cheapest
S AND SOLD EVERYWHERE
where it fetches the highest price
SThis is great for individual companies
not necessarily good news for individual nations and some
workers
FOR THE FIRST TIME IN
HISTORY

S
Selling in a Challenging
Economic Environment
11/17/2015 39 www.LTSemaj.com

S
•Each week we can see a growing number of ads
seeking sales persons
•The lists of prerequisites are getting longer and
more impressive:
The Death of A Salesman
… As We Knew Him

The Ad
S “At least 2 years experience;
S be creative flexible and outgoing;
S professional and business-like;
S possess strong oral and written skills;
S own a reliable motor car;
S be able to travel island wide;
S have a minimum of 6 CXC subjects;
S previous sales experience an asset;
S be able to work on their own initiative”

I frequently remind these ambitious employers
S that persons who are able to work on their own
S and are self-motivated
S more often that not
S tend to be self-employed
S But the problem is deeper than that
S Where do they expect these sales persons to materialize
from?
S What aspect of our school experience is producing this subtle
mix of technical and interpersonal skills?

Who is the archetypical typical sales person?
S I would think that in Jamaica many would
nominate someone selling
S Financial products
S Insurance
S Consumer goods
S Medical supplier and drugs
S What did these persons want to be when they
“grow big”?
S I can guarantee that it was not sales

The Aspirations
S What percent of people who are now in sales
had these aspirations in primary school?
S Few?
S In high school?
S Less
S In college?
S None

Here is a career path
S that can generate very high income and
autonomy,
S while at the same time being extremely
critical to most business,
S yet has received no support from the formal
educational system
S Were there any sales persons at your
school’s Career Day?

The Attraction
S The most common attraction to the area
of sales has been
S the ability to set ones earning capacity
and your own hours
S I dare say that more people have these
desires than have the capacity to meet
the expectation

The Male Profile
S I have always thought that the best profile for
an old order sales man would be
Sone that does not live with parents
Shave expensive tastes for
Smaterial things
S and high maintenance women

The Female Profile
Swould be
S an ambitious single mother
S who wants the best for her 3 children

S will be driven to produce
S Today sales have evolved well beyond these
parameters
S We had better wake up and begin some
serious preparation work for this profession
Both of these persons

The Birth of the New Sales Person
SThe new sales person must be much
more than an order taker.
SThe internet and Business to Business
activities (B to B) procedures
Scan do a more effective job

The digital model
S has the supplier with a cash register online,
S the customer has an inventory control system
S with a preset reorder point at which an email is
automatically generated directing an order to the supplier.
S All this takes place without someone stopping
by to enquire
S “How much yu want dis month baas?”

The new salesperson
SIs a strategic business partner
who is no longer interested in
“closing a sale”,
Sbut instead “opening a relationship”.

Digicel
S I was involved in training some persons who worked in a Digicel
store
S shortly after the company came on-stream.
S They had the ‘old order’ mind set
S that a phone was a once-in-a-lifetime purchase.
S I had to prepare them for the reality that
S the lifetime of a cell phone would be about one year.
S Based on the quality of the relationship established with the
customer,
S you could develop a continuous income stream from not only phones, but also
for accessories.

The Data
S "How to Hire and Develop Your Next Top
Performer: The Five Qualities That Make Sales
People Great“
S Herb Greenberg, Harold Weinstein and Patrick Sweeney
S Correlations of hundreds of thousands of
assessments that were performed over several
decades
S with various sales performance measurements.

They help us understand
Swhy it is that some people succeed in
sales,
S while others seem to get nowhere.
SThey arrived at a frightening conclusion
S that may well be applicable to the Jamaican
situation.

The Facts
S55% of the people earning their
living in sales
Sshould be doing something else
S25% have what it takes to sell,
Sbut they should be selling something else

WHY?
S The reasons for these dismal figures
S are largely based on the fact that most sales persons are primarily driven
by the earning potential
S Usually selected for the job by limited and subjective
processes.
S This usually means a resume (self-report)
S and an interview.
S We recommend that if Sales is critical to your business,
an employer must go well beyond this.

S
Your Best Sales People
Lynette Ryals & Iain Davies
Harvard Business Review
December 2010

The Data
S Observation of 800 Sales Professionals in live sales
meetings
S Discovered 8 sales types
S Only three (3) types accounting for 37%
S were consistently effective
S Five (5) types – 63%,
S Consistently under performed

The Bad News
S9.1%
of sales
meetings
result in a
sale
S1 of 250
sales people
exceed their
targets

The Good News
S The 8 types represent behavioral tendencies,
Snot set-in-stone personalities
S Managers can effect changes in their current
salespeople,
S and recruit better team members in the future in the
understand the 8 types

Profiling
S Begin by developing a profile of your most
successful sales persons.
S This will allow you to identify the common
element(s) that distinguishes them from the rest.
S Next,
S identify some more people who have these same traits.
S How?
S Use the available research which has identified
traits that are usually present in persons who
excel in sales.

The Sales Aptitude Test
S The Sales Aptitude Test was developed by Science Research
Associates
S to assess behavioural and personality characteristics which have been shown
to be important to success in sales occupations.
S It is used for personnel selection and placement for Sales and
Sales Management positions.
S The assessment measures an individual’s sales aptitude.
S The test utilizes items related to seven (7) personal attributes

Achievement Motivation
S the internalization of high standards for performance
S and the preference for working on challenging or difficult tasks.
S Individuals who are highly motivated to achieve
S are ambitious and strive to accomplish something important.
S They are often highly competitive,
S and they place a priority on winning

Ego-Strength
S resilience to criticism, rejection or failure
S Individuals with high ego strength have a strong
sense of self-worth
S and like themselves for who they are
S These persons are able to maintain a positive
attitude in the face of failure or rejection

Energy
Sbehaviours which are characterised by
vigour, intensity and endurance
SPeople with high energy are able to sustain
effort for long periods of time

Enterprise
Sthe preference for adventurous activities
S and willingness to take risks that will pay off in a
materialistic sense
SEnterprising people enjoy working in a
competitive business environment.

Persuasiveness
Sthe need to verbally express oneself
Swith the intent of influencing the behaviours or
decisions of others

Self-Confidence
S the willingness to take action
S based on the belief that effort will produce desired outcomes
S Individuals with a high level of self-confidence
approach tasks
S with the belief that their abilities and drive are all well
matched to the task

Sociability
Sthe preference for interacting with people
during work and recreation
SHighly sociable people gain satisfaction from
relationships;
S they are friendly, outgoing, articulate and socially at
ease

Based on these traits,
S sales aptitude is characterized by
S a tough-minded social confidence,
S a competitive ambition,
S a need to persuade and influence others
S and a high level of energy and industry
S The test produces a single score
S which has been shown to predict successful sales performance
S in a variety of industries

11/17/2015 www.SlideShare.net/LSemaj73

11/17/2015 www.LTSemaj.com75www.LTSemaj.com 75
Like everyone else,
LEADERS ARE NERVOUS
about learning new skills, behaviours,
and working relationships
S Unlike everyone else,
S LEADERS HAVE TO GO FIRST

www.LTSemaj.com 76
The Crisis in Management
SManager
as
Prefect
SManager as
Headman
11/17/2015

www.LTSemaj.com 77
Management & Leadership
S Efficient management without effective leadership is like
S “straightening deck chairs on the Titanic”
S No management success can compensate for failure in
leadership
S But leadership is hard because we are often caught in a
management paradigm
S Franklincovey.com – March 7, 2006
11/17/2015

www.LTSemaj.com 78
Leadership
S Displaying “Management” Characteristics
S will get you promoted to middle management
S Displaying “leadership” characteristics
S will get you to the top
S True leaders break things and take risks to build long-term value
S Al Wasserberger
Founder, Chairman and CEO, Spirian Technologies
Chicago - IL US
11/17/2015

www.LTSemaj.com 79
What Kind Of Leader Are You?
S Manley
S PJ
S Seaga
S Portia
S Bruce
S Andrew
S Obama
S Castro
11/17/2015
S The Buffet
S “Pick One Trait From Each”

Leadership Impacts the Bottom Line
S In any economic cycle, the basics still apply—
S you have to have a good business plan,
S you have to take care of your customers, and
S you have to take care of your people.
S Leaders are an important part of that process.

Leadership Impacts the Bottom Line
S it is leaders who
S help employees set goals,
S make sure that those goals are in alignment with overall
corporate strategy,
S and are responsible for providing the direction and support
that employees need to succeed at work on a daily basis.
S http://www.kenblanchard.com/img/pub/pdf_Making_the_Business_Case.pdf

Mission, Vision, Values and Work:
Aligning The Organization for Higher Levels of
Personal Satisfaction and Productivity
Workforce ALIGNMENT Company
Mission SHARED Mission
Vision SHARED Vision
Values SHARED Values
Satisfaction
Levels
HIGH Satisfaction
Levels
Synchrony

The Change Agents
S will be required to:
S Buy the changes designed
S Live the changes implemented
S Sell the changes to all
S Enforce the changes at all levels

Are You Ready?
S Are willing to live Your mission?
S Do You All share the vision?
S Are You ready to live the values?
SFailure is NOT an option!!

S11/17/2015 www.jobbank-ja.com 85

S
and start a new
beginning,
but anyone can start
today and make a new
ending”
Maria Robinson
Leahcim Semaj www.LTSemaj.com86

MANAGER vs. LEADER
S ADMINISTRATE
S RELY ON CONTROL
S SHORT-TERM VIEW
S EYE THE BOTTOM LINE
S ACCEPT STATUS QUO
S FOCUS ON STRUCTURE
S COMMAND
S IMITATE
S DO THINGS RIGHT
S MANAGE PEOPLE
S INNOVATE
S INSPIRE TRUST
S LONG-RANGE PERSPECTIVE
S EYE THE HORIZON
S CHALLENGE STATUS QUO
S FOCUS ON PEOPLE
S COMMUNICATE
S ORIGINATE
S DO THE RIGHT THING
S LEAD PEOPLE
• Warren Bennis, Managing People is like Herding
Cats, 1997

What does great leadership look like?
S The very best leaders live by example and embody unbreakable determination in
pursuing their cause, yet they do not bully or manipulate.
S Rather than create pressure they provide clarity, focus and energy for the people
they lead.
S They focus on providing the right environment and ask the right questions rather
than give answers.
S They are humbly self-aware, not self-absorbed, and they are honest, direct and
accountable in their commitments and behavior.
S They understand that a good leader is first a good human being.
S Much can be achieved when you don’t care who receives the credit and when
you surrender the need to be constantly right.

What does great leadership look
like?
S They know that lasting motivation comes from within and they therefore
encourage their people to personally take ownership of outcomes.
S They build their people’s self-esteem and promote their team’s ideas by
encouraging them to take calculated risks, stretching their capabilities.
S When things go wrong they provide support and do not lecture or punish.
S Neither do they rescue when the consequences are not catastrophic; instead
they regard ‘opportunities to fail’ as useful.
S Later, without negative emotion, they facilitate reflection.

Great leaders
S are morally grounded in enduring values yet adopt purposeful pragmatism rather than
judgmentally hold to narrow dogmas.
S Our ability to build other people in teams is more important than having all the ideas.
S Be counter-intuitive in your leadership style by humbly serving rather than grandstanding.
S Do what it takes rather than merely your best.
S You cannot lead from behind; pull people through rather than push.
S Accept the blame when things go wrong and learn the necessary lessons from criticism and
failure so that you can adjust accordingly.
S success is always a team effort.

“With good leadership
any problem can be
solved”
S William R. "Bill" Rhodes
S Banker to the World
S Former senior international officer and
senior vice chairman of Citigroup and
Citibank
S Served in various senior executive positions
at Citi from 1957 until his retirement from
Citigroup on April 30, 2010

www.LTSemaj.com 96
LET'S GET RID OF MANAGEMENT
S People don't want to be managed
S They want to be led
S Whoever heard of a world manager?
S World leader, yes
S Educational leader. Political leader. Religious leader.
Scout leader. Community leader. Labour leader.
Business leader. Gang Leader
S They lead. They don't manage
11/17/2015

www.LTSemaj.com 97
THE CARROT ALWAYS
WINS OVER THE STICK
SAsk your horse.
SYou can lead your horse to water,
SBut you can't manage him to drink
11/17/2015

www.LTSemaj.com 98
IF YOU WANT
TO MANAGE SOMEBODY,
SManage yourself
S Do that well and you'll be ready to stop
managing
SAnd start leading
11/17/2015

Dr. Leahcim Semaj
Chief Ideator & Resultant
The JobBank/ Above or Beyond
11/17/2015 Leading Change99
Keep In Touch!

High performanc sales & leadership team fcib nov2015

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