Senior Instructional     Designer         Work Samples by         Mike Payne
Table of Contents•   Introduction     –   Biography     –   Resume     –   Professional Philosophies     –   Reference Let...
About MikeFrom initial sketches to final blueprints and build-outs, Mike integratescurriculum, teacher expertise, research...
MICHAEL PAYNE                                                                                                             ...
Design Philosophy  1. Affect employee behavior by creating interactive training programs  2. Place learners at risk. Risk ...
March 7, 2009I am very pleased to endorse Mr. Mike Payne. Mr. Payne is the Program Manager, CBRichard Ellis’s renowned The...
March 8, 2009To whom it may concern,I worked with Mike for several years at CB Richard Ellis, when I led training courses ...
2/19/2009To Whom It May Concern:Michael is equally effective as a classroom instructor and online course developer. His ab...
Susie Thompson                  PO Box 508, Trabuco Canyon, CA 92678 To Whom It May Concern: The purpose of this letter is...
February 12, 2009To Whom it May Concern,Mike has a true passion for training and thoroughly understands how to engage ande...
February 7, 200S                                                             - .   To Whom It May Concern:   It has been m...
UNIVERSITY OF PHOENIX-          -                            February 7,2005    SOl/them Califomifl Cflmpus    800 888-196...
Western Region New Professional Training                                              Real Estate Terminology 1Directions:...
Western Region New Professional Training                                                          Real Estate Terminology ...
Western Region New Professional Training                                                  Real Estate Terminology 1Solutio...
Business Planning 3/9 Model      Leader Guide
Table of ContentsProgram Overview ...........................................................................................
Business Planning 3/9 ModelPROGRAM OVERVIIEWPROGRAM OVERV EWIn this session, Senior Managing Director Pete Bolton discusse...
Business Planning 3/9 Model                      Leader Guide Icons                      Following are the icons used in t...
Business Planning 3/9 ModelSESSIION 1: TEAMIINGSESS ON 1: TEAM NGOverviewIn this session you will review the section of th...
Business Planning 3/9 Model                      Activity: Workshop Welcome                          1. CONDUCT introducti...
Business Planning 3/9 ModelActivity: Teaming Overview    1. EXPLAIN that the first section is brief and covers how       u...
Business Planning 3/9 Model                                  success both financially and personally. Advise that the     ...
Business Planning 3/9 ModelActivity: Business Planning1. SUGGEST that planning creates goals.         a. ASK your group wh...
Business Planning 3/9 Model                      4. SHOW the Business Planning 3/9 Model Video (1.38-5.16)                ...
Business Planning 3/9 Model10. ASK the group what effective business strategies Mr. Bolton    discussed in the video      ...
Business Planning 3/9 Model                      SESSIION 2: VALUE PROPOSIITIION &                      SESS ON 2: VALUE P...
Business Planning 3/9 ModelActivity: Value Proposition    1. SUGGEST that effective strategies create profitability and   ...
Business Planning 3/9 Model                          7. Next, ASK a different member of the group to read the             ...
Business Planning 3/9 ModelActivity: The Operating Model    1. DISCUSS the chart (below) with the participants. The       ...
Business Planning 3/9 Model                      SESSIION 3: 3//9 MODEL AND TEAMIING                      SESS ON 3: 3 9 M...
Business Planning 3/9 ModelActivity: Using the 3/9 Model    1. ASK one member of the group to read aloud the       introdu...
Business Planning 3/9 Model                          5. ASK them to make a few notes regarding what does and              ...
Business Planning 3/9 ModelActivity: Using the 3/9 Model to Make Money         1. SHOW the Business Planning 3/9 Model Vid...
Business Planning 3/9 Model                      Activity: Session Wrap Up                      In this session you will w...
Business Planning 3/9 Model  Participant Workbook
Table of ContentsProgram Overview ...........................................................................................
Course OverviewIn this session, Senior Managing Director Pete Bolton discusses the components ofa business plan and identi...
Session 1: TeamingOverviewIn this session you will be introduced to the other participants and given a briefoverview of th...
Activity: Workshop Welcome    1. The goals of the workshop are to exam how teaming can develop    productive, revenue-gene...
Activity: Teaming OverviewDIRECTIONS: In the chart below, list the Common Team Goals of the teamyou currently work with. K...
Activity: Business PlanningYou are capable of creating what you desire; it is all a matter of planning andfocus.DIRECTIONS...
Activity: Business PlanningThe best way to begin (or continue) your pursuits toward obtaining your goals is tomaterialize ...
Activity: Business PlanningNow that you have refined your focus for your professional and personal goals,what can you do d...
Session 2: Value Proposition & the OperatingModelOverviewIn this session you will review the section of the video on “Valu...
Activity: Value PropositionA value proposition is a personal statement or credo that a person operates undereach day. Some...
Activity: The Operating ModelNow that you have refined your focus for your professional and personal goals,let’s revisit w...
Session 3: 3/9 Model & Teaming DesignOverviewIn this session you will review the section of the video on integrating the 3...
Activity: Using the 3/9 ModelThe 3/9 Model is Mr. Bolton’s original creation. The idea is that the model helpssales teams ...
Activity: Using the 3/9 Model to Make MoneyDIRECTIONS: Use the chart below to postulate ideas on how to improve yourcurren...
Session Wrap UpOverviewIn this session you will wrap up the workshop. Answer the following questions asthoroughly and hone...
Wrap Up Questions“3/9 Model” with Pete BoltonWhat does Mr. Bolton mean by “not competing” and “leveling the playing field?...
__________________________________________________________________________________________________________________________...
Notes:The Leadership Center   Business Planning 3/9 Model – Participant Workbook   17
APPENDIX
Typical Team Configuration Overview    Lead Generation Manager         Making the initial contact    Conversion Manager   ...
Team Leader  • Leads a group of individuals committed to a common purpose, approach,     and performance goals, for which ...
Lead Generation Manager  • Primarily responsibility is initiating cold calls, setting initial meeting     strategy, and co...
Conversion Manager  • After initial client introductory meeting, conducts extended meeting to     interview client, and to...
Service Delivery Manager  • Primary responsibility is executing the “work plan” established for the team      by the conve...
Marketing Specialist  • Creates and maintains marketing appropriate stocks of assignment     brochures marketing materials...
Administrative Assistant  • Maintains contact list of all team members with phone, fax, home, pager,    cell numbers, and ...
Sales Professional   • Practice outside of or within formal team structure, but within a defined      structure (industria...
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
Candidate Portfolio
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Transcript of "Candidate Portfolio"

  1. 1. Senior Instructional Designer Work Samples by Mike Payne
  2. 2. Table of Contents• Introduction – Biography – Resume – Professional Philosophies – Reference Letters• Work Samples (Print Content) – Real Estate Terminology Crossword – Business Planning • Facilitator Guide • Participant Guide• Work Samples (eLearning Content) – 3/9 Business Planning Model – Enterprise Selling: The Global Enterprise
  3. 3. About MikeFrom initial sketches to final blueprints and build-outs, Mike integratescurriculum, teacher expertise, research and best practices to design and developtraining courses.Mike began his career in education 12 years ago with the design andimplementation of a sales and customer service training program at a smallfashion footwear retail chain based in Los Angeles. Inspired by teaching andeducation, he pursued his Masters degree in Education and taught variousEnglish Department courses at an Orange County private school before turning hisfocus to corporate education. Mike has worked for both public and privatecorporate education departments, including employers such as the University ofPhoenix and CBRE. Mike is an ASTD-certified eLearning instructional designer, andhas many specialties including corporate training, curriculum development,content writing, strategic planning and change management.Mike currently works for Thesys International, an education services companywhich is a wholly-owned subsidiary of Fairmont Education Group in 2009. He livesin Orange County and enjoys fishing, snowboarding, and wood working.
  4. 4. MICHAEL PAYNE Irvine, CA 949.400.0847 mike@michaelrobertpayne.com SUMMARYTraining Manager with extensive experience in eLearning training program development and implementation for sales associates,human resource professionals, customer service professionals and corporate leadership. Expertise in developing and delivery ofprograms for asynchronous and synchronous learning. Key strengths include strategic planning of organizational developmentprograms for both online and on-ground platforms utilizing the ADDIE design method and adult learning methodologies. PROFESSIONAL EXPERIENCE • Increased training department bandwidth by developing, implementing and managing National New Hire training program and various corporate Distance Learning programs resulting in reduction of training department operation costs by 85% • Designed and developed highly interactive competency-based sales training programs for classroom, virtual courses, and blended solutions resulting in 30% cost savings for training department budget • Worked with subject matter experts to produce clearly written scripts, narratives, and storyboards for sales training programs to ensure the effectiveness and integrity of the final product • Developed graphics, illustrations, animations, and simulations for integration into eLearning content reducing outsourcing costs by 25% • Conducted focus groups with management teams and SMEs for needs assessment of sales and client service teams • Designed and developed eLearning interactive games, simulations, collaborative learning structures, interactive video, webinars, instructor-led materials, testing and certification programs • Develop and administer online testing, pre-learning and post-training evaluations, test loading and deployment of LMS-based training program as well as tracking and trending all online training results • Interfaced with senior management, sales and client service departments within the organization to assure strategic and tactical alignment of training goals • Managed logistical coordination of on-site training sessions including equipment and room setup requests and implementation as needed TECHNICAL SKILLS • Adobe eLearning Suite • Adobe Master Suite • Camtasia • PeopleSoft LMS • Blackboard 9.1 LMS • MS Professional • Open Source Web 2.0 eLearning Authoring Tools EMPLOYMENT HISTORY Program Architect Thesys International Program Manager CB Richard Ellis Academic Training Counselor University of Phoenix Sales Associate Trainer L & M Footwear, Inc. EDUCATION AND CERTIFICATESMAeD, University of PhoenixBA, California State University San BernardinoASTD Certified eLearning Designerarcs, flash developer, flash cs5, actionscript 3 programmer, certified elearning designer, Instructional Designer and Training Consultant, addie, aicc, analysis, blended, Camtasia, captivate, cbt, computer content, course curriculum, design, designer, develop, blackboard 9.1,blended learning, computer based training, curriculumdeveloper, e-learning, instructional system design, isd, people soft course developer, peoplesoft, peoplesoft elm, peoplesoft learning management, peoplesoft trainer, peoplesoft v9,peoplesoft version 9,storyboard,training developer
  5. 5. Design Philosophy 1. Affect employee behavior by creating interactive training programs 2. Place learners at risk. Risk keeps learners engaged and challenges them to advance outside of their “complacent zone.” 3. Place learners in real-life situations by using tools such as case studies, project based learning, or global project collaboration 4. Build learning objectives into the training content a. EXAMPLE: “As a sales associate, you have been tasked with developing a web marketing campaign to grow your market segment by 15%. Your objective is to use the 3/9 Model Teaming strategy to leverage the abilities of your 5 person team…” 5. Develop IRR content (Influential, Relevant, & Relatable. • Influential: Influences employees to modify their behavior • Relevant: Relevant and useful to the employee and to the company. Everyone wins. • Relatable: Employees can leverage the new skill or behavior they’ve learned in their training course immediatelyAssessment Strategy 1. Create assessments which are tangible and measurable 2. Assess throughout training sessions (formative) and final assessments are given to measure retention and application (summative) a. EXAMPLE: During trainings, employees are challenged with self-check style questions. This may be Socratic-style verbal questions or a series of questions built into an eLearning module.Design Process 1. Meet with the project sponsor (typically the manager) 2. Discuss the project overview and desired outcome. Discuss why the desired outcome is important. Address the due date & available resources (SMEs, project capital, graphic designers, Flash animators, etc.) 3. Develop storyboard design, review with Sponsor 4. Develop second storyboard (if approved, proceed to prototype development) 5. Develop prototype, 1, 2, 3, etc. a. Meet with SMEs i. Revise based on feedback ii. Review revisions with project sponsor b. Repeat 6. Review selected prototypes with Sponsor a. Receive feedback, make applicable adjustments b. Repeat 7. Test prototype with selected employee population, if possible a. Review results with Sponsor & SMEs i. Integrate relevant feedback
  6. 6. March 7, 2009I am very pleased to endorse Mr. Mike Payne. Mr. Payne is the Program Manager, CBRichard Ellis’s renowned The Leadership Center whom I have worked with as a speakerfor many years.Mike is an accomplished trainer and speaker himself. He runs an efficient CBREUniversity training program and pays a lot of attention to details. The students(Professionals) and trainers/speakers like working with Mike because he is alwayspunctual, considerate, helpful and knowledgeable.I consider him an outstanding manager, a focused, hard working, responsible andconscientious person. In addition, he is always pleasant and respectful.Carmela Ma, CCIM, CIPS, CRE, FRICSPresident CJM Associates, Inc. Beverly Hills, CaliforniaE-mail: carmelama@sbcglobal.net
  7. 7. March 8, 2009To whom it may concern,I worked with Mike for several years at CB Richard Ellis, when I led training courses atthe company. Mike was then a senior person in "CB University." His courses werealways excellent--he set the tone, taught sections, and expected the highestperformance from anyone--company employees and consultants alike.I highly recommend him for his work ethic, and for the results he obtains. On a personalnote, hes a fun person to work with.Dave LoganSenior Partner, CultureSync
  8. 8. 2/19/2009To Whom It May Concern:Michael is equally effective as a classroom instructor and online course developer. His ability toengage learners through Socratic questioning and effective group learning makes him an idealinstructor for an engaging, collective learning experience. Michael’s fresh perspective oncorporate training brings new life and an out-of-the-box style that ensures not only engagingonline learning programs, but also effective classroom management and instruction.In short, Michael’s skills are an asset to a company seeking a high return on investment forcorporate training programs.Please contact should you have any questions.Regards,Sherry BowerSenior Managing Director, CB Richard Ellis(949) 351-1991Sherry.bower@cbre.com
  9. 9. Susie Thompson PO Box 508, Trabuco Canyon, CA 92678 To Whom It May Concern: The purpose of this letter is to provide a recommendation of employment for Michael Payne. Mike has proven himself to be a hardworking, enthusiastic individual with excellent skills. He is loyal, responsible, mature and most of all dependable. He will take on whatever is needed to get the job done and maintains his professional attitude, along with his terrific sense of humor at the same time. Needless to say, he has been an asset to our department staff, as well as to the company. Mike works very closely with employees at all levels and treats them all with compassion, patience, understanding and professionalism. I would highly recommend Mike for a position with your company. If you should want to speak with me regarding this recommendation, please do not hesitate to contact me at (949) 633-5090. Sincerely, Susie Thompson
  10. 10. February 12, 2009To Whom it May Concern,Mike has a true passion for training and thoroughly understands how to engage andeducate adult learners.He is extremely effective as a developer and produces courses that are usedthroughout the company. As a stand-up instructor Mike connects with the audience,stretches their minds and gives them the freedom to think beyond defined boundaries.Mike relates to all levels within the company from new hires to senior management. Hiscreativity combined with his problem solving ability and approachability makes Mike anasset to any organization.Carol GregoryDirector of Training and Development, CB Richard Ellis
  11. 11. February 7, 200S - . To Whom It May Concern: It has been my privilege to employ Miohael Payne as an English instructor at Oxford Tutoring Center. As his manager and mentor, I have had the opportunity to observe Michaels strengths and to participate in his develop­ ment as an instruotor and an employee. At Oxford Tutoring Center, Michael taught students in grades four through twelve in English Language Arts. As all instruction at Oxford is based upon the California Board of Education Content Standards, Michael became adept at planning student lessons that both satisfied state standards and addressed students real needs. To instruct students in a broad spectrum of grade levels, Michael honed key strategies for instructing reading comprehension, word analysis, grammar, composition skills,literature, and criticism. Clearly. his ability to master a wide breadth of material, to synthesize information from muJtipJe topics, and to select and evaluate that infonnation for presentation d(:monstrates the intelligence and critical thinking skills that Michael possesses. As such, Michael was a valuable employee of Oxford Tutoring Center. Of particular importance. Michael was valued for his ability to energize and inspire students. As English teachers well know, instructing students that are challenged by English Language Arts can be difficult at best. However, Michael was partioularly successful with struggling students. Consistently, he achieved significant student improvements by mutually encouraging and chalJenging students to attempt material that may have intimidated them. With each success, Michaels students gained the confidence to approach new, more challenging texts and assignments with the enthusiasm that believing in oneself procures. As a result, students requested Michael as their tutor because he made the process of leaming safe and exciting. By understanding students weaknesses and addressing them patiently and sensitively, Michael made students feel comfortable learning and asking questions. Also, he related to students as individuals. getting to know each student for who he or she was. Clearly, these essential interpersonal skills will enable Michael to be a successful teacher and mentor. He is an inspiring leader from whom students will seek guidance and support. In summary, I highly recommend Michael Payne as a dependable, intelligent and interpersonally skilled individual. Without reservation, I would encourage any potential employer or manager to consider Michael as a highly quali­ fioo. choice. 7i:J-(J;{ . ~ Matthew Phung Administrator Ox.ford Tutoring Center 14225 Culver Dr. Irvine, CA 92604 (949) 681-0388--------------------------~-------------------------~
  12. 12. UNIVERSITY OF PHOENIX- - February 7,2005 SOl/them Califomifl Cflmpus 800 888-1968 31 SO Bristol Slr&,,1 SUire 300 Costa Mesa, Caillornia 92626 To Whom It May Concern: Fax 714 968-8649 1370 Sou VaJltlY V I Oliye During the past 2 years I have had the pleasure of working with Mr. Michael Suite 103 o ~mond BaI, CailioMoa 91765 Payne. Michael is a member of my Academic Counseling team. Fax 909860-2751 26632 Towne Centre Dillie Michael is a goal oriented worker that prioritizes his work well. He is an Su.le 100 excellent team member but is also able to take on and complete tasks Foolh~i AoInch Calli mls 92510 Fax 949 829 6885 independently_ During our time working together I have learned that Michael is 1515 West 190th Slrllel the type of individual that can be depended upon and trusted. Sulle 200 Gardan • Cai.tomla 90248 Fax 310 225-5757 Michael learns new skills quickly. He rapidly mastered our custom software 14320 FlIeslDne 60lJlRllnrd system and trains his coworkers in how to more effectively use these systems. SUll ISO On a personal level he is very positive person and has a contagious enthusiasm La M"da calli ml.,90639 Fa. 714 670 9152 for life. 1202 WeSl A~enue j Lancaster, Calilornia 93534 I feel fortunate to have Michael as a member of my team. I am sure he will be Fax BOS 940·7203 successful in whatever field he pursues. 337 Nortll Vtn"vartt All nUt.! SUlt9100 Ontario. Cailiomia 91764 Fa. 909 937·2424 2OS1 North SOOlr Dltle SUllo 100 O_nard, Calilomi 93030 Fax 80s 988-1711 299 North Eudid AlIllnup. George L. Roberts SUIP. 100 PllSIId na. CaI,loml8 91101 Sr. Academic Counselor Fax 626 793-9245 301 East Vanderbilt Way SUI 200 Sen Born rdtno , Caillomlll 92408 Fax 90g 890·2375 5955 De SUIO Avan uc: Woodland Hrila caMomla 91367 Fax818~571
  13. 13. Western Region New Professional Training Real Estate Terminology 1Directions: 1 2Complete the crossword puzzle.Use the list on the next page to 3help you answer the crosswordpuzzle. 4 5 6 7 8 9 10 11 12 13 14 15 16 17
  14. 14. Western Region New Professional Training Real Estate Terminology 1 BASEYEAR GROSSLEASE ENCUMBRANCE RENT MARKETRENT UNENCUMBERED NETLEASE PLAT WORKLETTER BASERENT EASEMENT FEESIMPLE EFFECTIVERENT BUILDTOSUIT ESTOPPEL CLASSB LEASE Across Down 1 A claim, lien, charge or liability 14 A set amount used as a minimum 2 The year upon which a direct 7 Describes title to property that is attached to and binding real rent in a lease which also employs expense escalation of rent is based. free of liens. property. a percentage or other allocation for (2 words) 8 A contract granting use or 3 A lease that provides that the additional rent. (2 words) 4 The rental rate after deducting the occupation of property during a landlord shall pay all expenses of 15 The rental income that a property value of concessions from the base specified time for a specified the leased property, such as taxes, would most probably command. (2 rental rate paid by a tenant. (2 payment. insurance, maintenance, utilities, words) words) 9 The right to cross point A to get to etc. (2 words) 5 A statement by a tenant identifying 16 The standard building items that the point B.11 A lease which the tenant pays, in landlord contributes as part of the that the ease is in effect and 10 A map dividing a parcel of land into addition to rent, property taxes, tenant improvements. certifying that no rent has been lots, as in a subdivision. insurance premiums, repairs, prepaid or that there are no 17 A method of leasing property utilities, and maintenance. (2 words) outstanding defaults by the whereby the landlord builds a new12 Commonly used as a synonym for landlord. building in accordance with a ownership. (2 words) tenant’s specifications. (3 words) 6 A general term covering any13 Property with good location, consideration (not only money). management, construction land tenancy. (2 words)
  15. 15. Western Region New Professional Training Real Estate Terminology 1Solutions to Real Estate Terminology 1 1Crossword. E N C U M 2B R A N C E 3 G R O S S L E A S E 4 S E 5 6 8 9 E R 7U E L E F 10 S E N P Y E A F 11 T N E T L E A S E O T N A A S E C P C T R E M T P U E I 12 F E E S I M P L E N V 13 C L A S S B T E 14 B A S E R E N T R 15 M A R K E T R E N T E 16 W O R K L E T T E R N 17 B U I L D T O S U I T
  16. 16. Business Planning 3/9 Model Leader Guide
  17. 17. Table of ContentsProgram Overview ................................................................................................................... 1Session 1: Teaming ................................................................................................................. 3 Activity: Workshop Welcome.................................................................................................. 4 Activity: Teaming Overview.................................................................................................... 5 Activity: Business Planning .................................................................................................... 7Session 2: Value Propostion & the Operating Model ......................................................... 10 Activity: Value Proposition.................................................................................................... 11 Activity: The Operating Model .............................................................................................. 13Session 3: 3/9 Model & Teaming Design ............................................................................. 14 Activity: Using the 3/9 Model................................................................................................ 15 Activity: Using the 3/9 Model to Make Money ...................................................................... 17Wrap Up Questions ............................................................................................................... 18
  18. 18. Business Planning 3/9 ModelPROGRAM OVERVIIEWPROGRAM OVERV EWIn this session, Senior Managing Director Pete Bolton discussesthe components of a business plan and identifies the benefits ofbusiness planning. Pete also discusses the 3⁄9 Operating Modelwhich identifies the passion and skills of each brokerage teammember. The 3/9 model is used to match team members to the keytasks of the business to produce optimal results. After completingthe 3⁄9 Operating Model, teams can be confident that all membersare doing the tasks that they are best suited to perform.Learning ObjectivesAfter completing this workshop, participants will be able to:• Create an operating plan for the next 10 years• Identify business opportunities that require external partnership• Use the 3/9 model in their team structure• Design a Skill/Passion Quadrant for their teamsMaterials• Leader guide• Participant workbook• Flip Chart or Whiteboard• Markers• Online Videohttp://marketing.cbre.com/OnlineVideos/Pete%20Bolton%207-2/BoltonT7_files/Default.htmThe Leadership Center Business Planning 3/9 Model – Leader Guide 1
  19. 19. Business Planning 3/9 Model Leader Guide Icons Following are the icons used in the guide margins to indicate special information and/or actions. Indicates when to use the video Indicates a small group activity Indicates recommended questions to be asked in conjunction with the activity Indicates an activity that is located in the participant workbook2 Business Planning 3/9 Model – Leader Guide The Leadership Center
  20. 20. Business Planning 3/9 ModelSESSIION 1: TEAMIINGSESS ON 1: TEAM NGOverviewIn this session you will review the section of the video on teaming.Participants then discuss how teaming works or does not work intheir offices.Estimated Time25 minutesMaterials Online Video – Business Planning 3/9 Model (0-1.38 minutes) Flipcharts and markersThe Leadership Center Business Planning 3/9 Model – Leader Guide 3
  21. 21. Business Planning 3/9 Model Activity: Workshop Welcome 1. CONDUCT introductions if necessary. 2. EXPLAIN that the goals of the workshop are to exam how teaming can develop productive, revenue-generating business units by discussing the Business Planning 3/9 video. 3. NAVIGATE to the Business Planning 3/9 Model Video. The Business Planning 3/9 Model video is located on the Navigator and can be viewed at any time. To access the video go to the Leadership Center page on the Navigator: Go to the Leadership Center Distance Learning page on the Navigator: • http://navigator.cbre.com/EN/Departments/Leaders hip+Center/Distance+Learning.htm • Or from the menu go to Departments>Leadership Center and select Distance Learning from the Leadership Center menu • If you are participating in the Western Division 1st Year Training Program, please click on the link. Or from the Enterprise menu go to Departments>Leadership Center>Training Programs>Western Division 1st Year Training Program Click on the Business Planning 3/9 Model link on the page 4. EXPLAIN that the video is 26 minutes long, and that you will be reviewing the video in sections and discussing each section.4 Business Planning 3/9 Model – Leader Guide The Leadership Center
  22. 22. Business Planning 3/9 ModelActivity: Teaming Overview 1. EXPLAIN that the first section is brief and covers how using teaming in the Phoenix office has been effective. Next, advise that the group will discuss their experiences with teaming after watching the video. 2. SHOW the Business Planning 3/9 Model Video (0-1.38 minutes) The presentation shows a slide that introduces Pete Bolton and a quote by Peter Drucker. 3. INFORM your group about Positive and Negative experiences Positive experiences have an outcome that leads to the achievement of the team’s goals. Negative experiences did not accomplish the team’s goals and are usually associated with the achievement of one person’s goals, or with an uncomfortable problem or situation that needs to be resolved. Reemphasize that strong teaming means that all members of the team obtained a common goal. 4. ASK your group to give examples of Positive and Negative team experiences which fall into the following categories: “Positive,” “Negative” 5. WRITE the examples on the flip chart. Make sure to separate the examples into two categories labeled “Positive” and “Negative.” 6. ASK your group to complete the lined chart titled Common Team Goals in their workbooks. 7. BEST PRACTICES a. INFORM your group that finding the proper personality matches and skill sets in a group is imperative to teamThe Leadership Center Business Planning 3/9 Model – Leader Guide 5
  23. 23. Business Planning 3/9 Model success both financially and personally. Advise that the video will discuss this point more in-depth. b. INFORM the group that if they had trouble completing the Common Team Goals chart, this could mean that their team has not clear defined their goals or that the participant needs to clarify what his/her team’s goals are. 8. ASK a member of the group to read the section titled “The Point” on page six of the student guide. It reads: “Groups and teams will always succeed when they have clear communication, common goals, and delegation of responsibilities based on each member’s natural strengths. You will learn more about leveraging each team member’s personal strengths later in the session.” 9. ADDITIONAL INFORMATION: Points to Review with the Group • Effective teaming doesnt mean one person receives all the credit for a job well-done • Effective teaming means all members of the team receive credit for a successful job • The adage “Two heads are better than one” holds true in strong teams because a collective whole can always find answers to tough solutions better than one person working independently can.6 Business Planning 3/9 Model – Leader Guide The Leadership Center
  24. 24. Business Planning 3/9 ModelActivity: Business Planning1. SUGGEST that planning creates goals. a. ASK your group what their understanding of Business Planning is. LIST the responses on the flip chart. Spend no more than 2 minutes making this list.2. SUGGEST that people are capable of creating what they desire. a. ASK the group to bring to mind three business ventures they would like to create. ASK the group to make notes in their workbooks using the chart labeled “What I Plan to Create.” NOTE: The fourth column labeled “Anything Else?” in the chart is not a required column for use. b. DISCUSS with the group what ideas the group has listed. Spend no more than 2 minutes surveying the group SUGGESTIONS • More money/more profitable • Team Leader • Become more organized • Become more effective • Don’t procrastinate • Material items (cars, houses, etc.) • A “hot” pipeline3. ASK a member of the group to read aloud “The Point” at the bottom of page seven in the Participant guide. It reads: “Once a person becomes clear on what he or she wants for his or her life, it is possible to achieve his or her life goals. Without becoming clear on individual plans, it is difficult to fully contribute as a team player. The chart above is designed to help you focus your goals both personally and professionally.”The Leadership Center Business Planning 3/9 Model – Leader Guide 7
  25. 25. Business Planning 3/9 Model 4. SHOW the Business Planning 3/9 Model Video (1.38-5.16) The video states that it is possible to create what a sales professional wants provided that he/she is clear on the intent and does his/her best during the process. 5. ASK the group, “Are you in the railroad business or the transportation business? What is it that you do?” 6. ASK the group to use the “My Current Business” chart in their guides to make notes about what they currently do in their businesses. Give the group 2 minutes to make a personalized list. a. DISCUSS with the group the differences between the “What I Plan to Create” and the “My Current Business” charts. b. ASK the group if there are any overlaps between the two charts. If so, what are they? WRITE these overlaps on the flip chart. Spend no more than 5 minutes making notes and discussing the parallels between the “What I Plan to Create” and the “My Current Business” charts. 7. SUGGEST that the next video segments will provide options for the group to use for moving forward with their “What I Plan to Create” charts 8. ASK a member of the group to read “The Point” at the bottom of page eight. It reads: “If a person does not have a clear understanding of what his/her role is as a professional or a “game plan” of where he/she plans to be in 1, 5, or 20 years, blazing a path to success will be very difficult.” 9. SHOW the Business Planning 3/9 Model Video (5.16-9:00) The video states that by reviewing a sales professional’s marketplace and team structure, a sales professional can begin to see where he/she can make changes to create optimal results.8 Business Planning 3/9 Model – Leader Guide The Leadership Center
  26. 26. Business Planning 3/9 Model10. ASK the group what effective business strategies Mr. Bolton discussed in the video a. LIST the strategies that the group relays during the discussion SUGGESTIONS i. Redefine team duties ii. Professional development iii. Create business relationships/partners iv. Define market clearly v. Research market vi. Find a new market11. ASK the group to complete the chart on page ten in their books called “What I can do Differently.” SUGGEST that the group refer to this chart frequently and use it as a guide to develop their personal business plans.12. ASK a member of the group to read “The Point” on page ten of their guide books. It reads: “When people and businesses continue to reenact the same actions and operate under a stale business model, they achieve the same results continually. Essentially, they begin to stagnate. Consider what you are doing everyday in your business and the results you achieve. Are you stagnating?”The Leadership Center Business Planning 3/9 Model – Leader Guide 9
  27. 27. Business Planning 3/9 Model SESSIION 2: VALUE PROPOSIITIION & SESS ON 2: VALUE PROPOS T ON & THE OPERATIING MODEL THE OPERAT NG MODEL Overview In this session you will review the section of the video on “Value Proposition” and the “Operating Model.” Participants then discuss how they can integrate the principals of value proposition and an operating model into their own business. Estimated Time 25 minutes Materials Online Video – Business Planning 3/9 Model (9:01-13:39) minutes) Flipcharts and markers10 Business Planning 3/9 Model – Leader Guide The Leadership Center
  28. 28. Business Planning 3/9 ModelActivity: Value Proposition 1. SUGGEST that effective strategies create profitability and successfully businesses. ADVISE the proceeding video segment will provide options for creating personal value and a 10 year operating model the group can use. 2. SHOW the Business Planning 3/9 Model (9:01 – 13:36 minutes) 3. ASK the group to review their “What I Plan to Create,” “My Current Business,” and their “What I can do Differently” charts. 4. DISCUSS with the group how the topics Mr. Bolton mentions in the video can be integrated into their plans to “What I can do Differently.” ASK for suggestions from the group and write them on the flip chart. Do this in 5 minutes or less. 5. ASK the group to cross out the chart title “What I plan to Create” and in its place write the sentence “My end game is….” Then ask them to use a scratch paper and write what they visualize their end game as. SUGGESTIONS i. New Title ii. Yearly Revenue Amount iii. Market Leader iv. Team Leader v. Managing Director 6. Page 12 of the student guide has three questions on creating a value proposition. ASK a member of the group to read the introduction aloud. The introduction reads: “A value proposition is a personal statement or credo that a person operates under each day. Some professionals call it a “mantra.” To define your value proposition, answer the question, “What do I have to offer that no one else does?”The Leadership Center Business Planning 3/9 Model – Leader Guide 11
  29. 29. Business Planning 3/9 Model 7. Next, ASK a different member of the group to read the directions aloud. The directions read: “DIRECTIONS: Answer the following questions as honestly as possible. Remember, this is a tool for you. These questions serve as a personal gauge for your own personal assessment.” 8. REVIEW the questions on page 12 with the group. The questions are as follows: i. What do you have to offer that nobody else does? Who will value what you have to offer? ii. Are you happy in your market space? As Mr. Bolton says, do you get “fired up” about your space? iii. Do you feel that you are making enough money in your market space? Why or why not? 9. Finally, READ “The Point” aloud to the group: “If you found that your responses to these questions were unfavorable, it is time to reevaluate your market space and your business approach. This is an opportunity to make a positive change that will benefit you financially and professionally.”12 Business Planning 3/9 Model – Leader Guide The Leadership Center
  30. 30. Business Planning 3/9 ModelActivity: The Operating Model 1. DISCUSS the chart (below) with the participants. The directions read : “In the chart below, rewrite your vision of your future (Professionally, Financially, Personally, Anything Else?). Then, wait for instruction from your facilitator.” 2. ASK the group to complete the chart. (5-7 minutes) “What I Plan to Create”1 Year 3 Years 5 Years 10 Years Retirement 3. ASK each member to share one thing that they wrote on the chart. (5 minutes) 4. READ “The Point” aloud to the group. It is located on the bottom of page 13 and reads: “Pete Bolton refers to this style of planning as defining your “End Game.” Are you completely satisfied with the notes you made in this chart?” 5. ASK three random group members if they were satisfied with their charts. If the response is “no,” ask why and what he or she can do differently to create a satisfactory “end game.” (5 minutes)The Leadership Center Business Planning 3/9 Model – Leader Guide 13
  31. 31. Business Planning 3/9 Model SESSIION 3: 3//9 MODEL AND TEAMIING SESS ON 3: 3 9 MODEL AND TEAM NG DESIIGN DES GN Overview In this session you will review the section of the video on integrating the 3/9 Model into teaming design. Participants will learn what the 3/9 Model is and how using the 3/9 Model in their teams will create effective teams that generate more revenue through synergistic interaction and fee continuum. Estimated Time 25 minutes Materials Online Video – Business Planning 3/9 Model (13:40 – 26:15 minutes) 1 piece of scratch paper for each person in the group (must be at least 5 in x 5 in)14 Business Planning 3/9 Model – Leader Guide The Leadership Center
  32. 32. Business Planning 3/9 ModelActivity: Using the 3/9 Model 1. ASK one member of the group to read aloud the introduction on page 16. It reads: “The 3/9 Model is Mr. Bolton’s original creation. The idea is that the model helps sales teams assign tasks based on each member’s personal skills and aptitudes. Understanding the 3/9 Model will also help you define your value proposition and answer the question, “What do I have to offer that no one else does?”” 2. Next, ASK your group to think of 3 areas in their current team structure that can use improvement. 3. READ the directions on page 16 to the group. They read as follows: “Use the chart below to evaluate 3 aspects of your current team structure that do and do not function well (i.e. presentations, marketing development, cold calling). Answer the following questions as honestly as possible. Remember, this is a tool for you. These questions serve as a personal gauge for your own personal assessment. You may share them with the team under your own discretion.” 4. ASK the group to list the 3 areas in the chart on page 16 of their workbooks. a. There are 3 columns with the words “Aspect” listed inside each column. Next to “Aspect,” the students should write 1 aspect of their teams (for example, “Aspect: Cold Calling”) Does Work Doesn’t WorkAspect: Cold CallingThe Leadership Center Business Planning 3/9 Model – Leader Guide 15
  33. 33. Business Planning 3/9 Model 5. ASK them to make a few notes regarding what does and doesn’t work well about this apsect of their team. Does Work Doesn’t Work Aspect: 50-75 outbound Not enough new calls a day business generated Cold Calling from the calls 6. ADVISE that the more specific the details, the better. Below are some examples of possible responses: i. Strong/weak cold calling ii. Strong/weak marketing iii. Good/poor sharing of commissions iv. Strong/weak office leadership 7. DISCUSS the responses the group wrote in their chart. ADVISE that they are not required to respond as some people may feel uncomfortable with the nature of this activity. 8. ASK one member of the group to read “The Point” at the bottom of page 16 aloud to the group. It reads, “Once you become cognizant of your team structure and what does or doesn’t work well, you can begin to implement change. Use this chart as a reference to make positive changes within your team.16 Business Planning 3/9 Model – Leader Guide The Leadership Center
  34. 34. Business Planning 3/9 ModelActivity: Using the 3/9 Model to Make Money 1. SHOW the Business Planning 3/9 Model Video (13:40 minutes-end) 2. DISCUSS the 3/9 Model with the group. ASK if anyone is confused or has any questions about how the model works. CLARIFY if there are any questions about how the 3/9 model works. 3. ASK the group to write down 3 things that will improve their team structure on the “Ways to Make More Money” chart in their guides. (There are 3 columns for solutions in the student guides) (7-10 minutes) Issue 1 Issue 2 Issue 3Solution 1 4. SURVEY the group and ask what three “Issues” each person wrote in their chart. (5 minutes) 5. ADVISE that the group can use theseThe Leadership Center Business Planning 3/9 Model – Leader Guide 17
  35. 35. Business Planning 3/9 Model Activity: Session Wrap Up In this session you will wrap up the workshop. Answer the following questions as thoroughly and honestly as possible. 1. DISCUSS the self check questions at the end of the student guide. VERIFY that each group member understands the questions. This activity can be completed independently or as a group. a. What does Mr. Bolton mean by “not competing” and “leveling the playing field?” Why is it important to understand who or what your competition is? Why is it important to understand what other teams (internally and externally) are “playing” in your defined market space? b. What is your current Operating Model? What income goals do you want to reach in 1, 2, 3, 5 and 10 years? Mr. Bolton references an “end game.” What is an “end game?” How will you reach your end game? c. Bring to mind a current project you are working on. Now recall Mr. Bolton’s explanation of the 3/9 model. d. How can you and your team use the 3/9 model to enhance the client’s experience? How can you and your team use the 3/9 model to grow and enhance your business strategy?18 Business Planning 3/9 Model – Leader Guide The Leadership Center
  36. 36. Business Planning 3/9 Model Participant Workbook
  37. 37. Table of ContentsProgram Overview ................................................................................................ 1Session 1: Teaming .............................................................................................. 3 Activity: Workshop Welcome........................................................................ 5 Activity: Teaming Overview .......................................................................... 6 Activity: Business Planning .......................................................................... 7Session 2: Value Proposition & the Operating Model ....................................... 12 Activity: Value Proposition............................................................................ 13 Activity: The Operating Model ...................................................................... 14Session 3: 3/9 Model & Teaming Design ............................................................ 15 Activity: Using the 3/9 Model ........................................................................ 16 Activity: Using the 3/9 Model to Make Money............................................... 17Session Wrap Up .................................................................................................. 18 Activity: Wrap up Questions ......................................................................... 19Notes Page ............................................................................................................ 21
  38. 38. Course OverviewIn this session, Senior Managing Director Pete Bolton discusses the components ofa business plan and identifies the benefits of business planning. Pete also discussesthe 3⁄9 Operating Model which identifies the passion and skills of each brokerageteam member. The 3/9 model is used to match team members to the key tasks ofthe business to produce optimal results. After completing the 3⁄9 Operating Model,teams can be confident that all members are doing the tasks that they are bestsuited to perform.Learning ObjectivesAfter completing this workshop, participants will be able to: • Create an operating plan for the next 10 years • Identify business opportunities that require external partnership • Use the 3/9 model in their team structure • Design a Skill/Passion Quadrant for their teamsAgenda Session Time Topic 1 25 mins Teaming 2 25 mins Value Proposition & the Operating Model 3 25 mins 3/9 Model and Teaming 4 15-30 Wrap Up Self-Paced Questions minsThe Leadership Center Business Planning 3/9 Model – Participant Workbook 1
  39. 39. Session 1: TeamingOverviewIn this session you will be introduced to the other participants and given a briefoverview of the workshop. You will also review the section of the video onteaming. All participants will then discuss how teaming works or does not work intheir offices.Estimated Time25 minutesThe Leadership Center Business Planning 3/9 Model – Participant Workbook 2
  40. 40. Activity: Workshop Welcome 1. The goals of the workshop are to exam how teaming can develop productive, revenue-generating business units by discussing the Business Planning 3/9 video. 1. 2. The Business Planning 3/9 Model video is located on the Navigator and can be viewed at any time. To access the video go to the Leadership Center page on the Navigator: • The Business Planning 3/9 Model video is located on The Navigator. Go to the Leadership Center Distance Learning page on the Navigator: • http://navigator.cbre.com/EN/Departments/Leadership+Center/Distance+ Learning.htm • Or from the menu go to Departments>Leadership Center and select Distance Learning from the Leadership Center menu • If you are participating in the Western Division 1st Year Training Program, please click on the link. Or from the Enterprise menu go to Departments>Leadership Center>Training Programs>Western Division 1st Year Training Program Click on the Business Planning 3/9 Model link on the page 3. The video is 26 minutes long; however, you will be reviewing the video in sections and discussing each section.The Leadership Center Business Planning 3/9 Model – Participant Workbook 3
  41. 41. Activity: Teaming OverviewDIRECTIONS: In the chart below, list the Common Team Goals of the teamyou currently work with. Keep in mind that your notes in the chart should reflectthe common team goals as you understand them. Common Team GoalsThe Point: Groups and teams will always succeed when they have clearcommunication, common goals, and delegation of responsibilities based on eachmember’s natural strengths. You will learn more about leveraging each teammember’s personal strengths later in the session.The Leadership Center Business Planning 3/9 Model – Participant Workbook 4
  42. 42. Activity: Business PlanningYou are capable of creating what you desire; it is all a matter of planning andfocus.DIRECTIONS: Bring to mind three current business ventures on which you areworking. In the chart below, list what you plan to create in your professionalcareer. For example, what do you plan to create professionally as a result ofcompleting each of these transactions? NOTE: The fourth column labeled“Anything Else?” in the chart is not a required column for use. What I Plan to Create Professionally Financially Personally Anything Else?The Point: Once a person becomes clear on what he or she wants for his or herlife, it is possible to achieve his or her life goals. Without becoming clear onindividual plans, it is difficult to fully contribute as a team player. The chart aboveis designed to help you focus your goals both personally and professionally.The Leadership Center Business Planning 3/9 Model – Participant Workbook 5
  43. 43. Activity: Business PlanningThe best way to begin (or continue) your pursuits toward obtaining your goals is tomaterialize them on paper. You are capable of creating what you desire; it is all amatter of planning and focus.DIRECTIONS: In the chart below, list what you plan to create in yourprofessional career. Mr. Bolton states that the railroad companies definethemselves as railway companies whereas they should define themselves astransportation businesses. How do you define your business and your role withinit? My Current Business Financially (Goal,Professionally (Your Personally (Your current standing Anything Else? Role, a title, etc.) Role in your career) etc.)The Point: If a person does not have a clear understanding of what his/her roleis as a professional or a “game plan” of where he/she plans to be in 1, 5, or 20years, blazing a path to success will be very difficult.The Leadership Center Business Planning 3/9 Model – Participant Workbook 6
  44. 44. Activity: Business PlanningNow that you have refined your focus for your professional and personal goals,what can you do differently? What can you do to help you move forward?DIRECTIONS: In the chart below, list what you plan to do to enhance yourprofessional career, financial goals, and personally. Mr. Bolton states that the railroad companies define themselves as railway companies whereas they shoulddefine themselves as transportation businesses. These companies continue to dothe same type of business rather than re-defining themselves and expanding intonew avenues. What can you do to remain “fresh” in your business and your rolewithin it? What I can do Differently Professionally Financially Personally (Strategies, (Investments, (Strategies, personal Anything Else? professional strategies, etc.) development, etc) development, etc.)The Point: When people and businesses continue to reenact the same actionsand operate under a stale business model, they achieve the same resultscontinually. Essentially, they begin to stagnate. Consider what you are doingeveryday in your business and the results you achieve. Are you stagnating?The Leadership Center Business Planning 3/9 Model – Participant Workbook 7
  45. 45. Session 2: Value Proposition & the OperatingModelOverviewIn this session you will review the section of the video on “Value Proposition” andthe “Operating Model.” Participants then discuss how they can integrate theprincipals of value proposition and an operating model into their own business.Estimated Time25 minutesThe Leadership Center Business Planning 3/9 Model – Participant Workbook 8
  46. 46. Activity: Value PropositionA value proposition is a personal statement or credo that a person operates undereach day. Some professionals call it a “mantra.” To define your value proposition,answer the question, “What do I have to offer that no one else does?”DIRECTIONS: Answer the following questions as honestly as possible.Remember, this is a tool for you. These questions serve as a personal gauge foryour own personal assessment.1. What do you have to offer that nobody else does? Who will value what youhave to offer?_________________________________________________________________________________________________________________________________________2. Are you happy in your market space? As Mr. Bolton says, do you get “fired up”about your space?_________________________________________________________________________________________________________________________________________3. Do you feel that you are making enough money in your market space? Why orwhy not?_________________________________________________________________________________________________________________________________________The Point: If you found that your responses to these questions wereunfavorable, it is time to reevaluate your market space and your businessapproach. This is an opportunity to make a positive change that will benefit youfinancially and professionally.The Leadership Center Business Planning 3/9 Model – Participant Workbook 9
  47. 47. Activity: The Operating ModelNow that you have refined your focus for your professional and personal goals,let’s revisit what you envisioned for your future.DIRECTIONS: In the chart below, rewrite your vision of your future(Professionally, Financially, Personally, Anything Else?). Then, wait forinstruction from your facilitator. What I Plan to Create 1 Year 3 Years 5 Years 10 Years RetirementThe Point: Pete Bolton refers to this style of planning as defining your “EndGame.” Are you completely satisfied with the notes you made in this chart?The Leadership Center Business Planning 3/9 Model – Participant Workbook 10
  48. 48. Session 3: 3/9 Model & Teaming DesignOverviewIn this session you will review the section of the video on integrating the 3/9Model into teaming design. Participants will learn what the 3/9 Model is and howusing the 3/9 Model in their teams will create effective teams that generate morerevenue through synergistic interaction and fee continuum.Estimated Time25 minutesThe Leadership Center Business Planning 3/9 Model – Participant Workbook 11
  49. 49. Activity: Using the 3/9 ModelThe 3/9 Model is Mr. Bolton’s original creation. The idea is that the model helpssales teams assign tasks based on each member’s personal skills and aptitudes.Understanding the 3/9 Model will also help you define your value proposition andanswer the question, “What do I have to offer that no one else does?”DIRECTIONS: Use the chart below to evaluate 3 aspects of your current teamstructure that do and do not function well (i.e. presentations, marketingdevelopment, cold calling). Answer the following questions as honestly aspossible. Remember, this is a tool for you. These questions serve as a personalgauge for your own personal assessment. You may share them with the team underyour own discretion. Does Work Doesn’t WorkAspect: ________________Aspect: ________________Aspect: ________________The Point: Once you become cognizant of your team structure and what doesor doesn’t work well, you can begin to implement change. Use this chart as areference to make positive changes within your team.The Leadership Center Business Planning 3/9 Model – Participant Workbook 12
  50. 50. Activity: Using the 3/9 Model to Make MoneyDIRECTIONS: Use the chart below to postulate ideas on how to improve yourcurrent team structure. Use 3 examples of your current team structure that do anddo not function well (i.e. presentations, marketing development, cold calling).Answer the following questions as honestly as possible. Remember, this is a toolfor you. These questions serve as a personal gauge for your own personalassessment. You may share them with the team under your own discretion. Issue 1 Issue 2 Issue 3 Solution 1 Solution 2 Solution 3The Leadership Center Business Planning 3/9 Model – Participant Workbook 13
  51. 51. Session Wrap UpOverviewIn this session you will wrap up the workshop. Answer the following questions asthoroughly and honestly as possible.Estimated Time15-30 minutesThe Leadership Center Business Planning 3/9 Model – Participant Workbook 14
  52. 52. Wrap Up Questions“3/9 Model” with Pete BoltonWhat does Mr. Bolton mean by “not competing” and “leveling the playing field?” Why isit important to understand who or what your competition is? Why is it important tounderstand what other teams (internally and externally) are “playing” in your definedmarket space?______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________What is your current Operating Model? What income goals do you want to reach in 1, 2,3, 5 and 10 years? Mr. Bolton references an “end game.” What is an “end game?” Whatis your end game vision? How will you reach your end game?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________The Leadership Center Business Planning 3/9 Model – Participant Workbook 15
  53. 53. ___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Bring to mind a current project you are working on. Now recall Mr. Bolton’s explanationof the 3/9 model. How can you and your team use the 3/9 model to enhance the client’sexperience?____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________How can you and your team use the 3/9 model to grow and enhance your businessstrategy?___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________The Leadership Center Business Planning 3/9 Model – Participant Workbook 16
  54. 54. Notes:The Leadership Center Business Planning 3/9 Model – Participant Workbook 17
  55. 55. APPENDIX
  56. 56. Typical Team Configuration Overview Lead Generation Manager Making the initial contact Conversion Manager Securing the business Service Delivery Manager Doing the business Marketing Specialist Assists in winning and executing the business Administrative Secretary Supports and organizes the teamThe Leadership Center Appendix i
  57. 57. Team Leader • Leads a group of individuals committed to a common purpose, approach, and performance goals, for which they hold themselves mutually accountable • Enlists team in involvement in identifying, defining, and implementing objectives to meet goals. Encourages Team members in decision-making (although Team Leader is empowered to make final decisions) • Builds a strategic action plan (Business Plan) for accomplishing Team Goals • Establishes goals for revenue, market share, business segment and resources needed • Plans and organizes the involvement or extent to which each member is involved in accomplishing the goals (roles). Establishes team structure. Identifies complementary skill sets that directly relate to revenue opportunities and sets roles for individuals within the Team which may include lead generator, deal processor, negotiator, closer and support • Defines measurement criteria for outcome, impact and productivity of the team in pursuit of its goals. Implements and monitors team’s progress • Prepares team work agreement for team to accomplish work assignments, commission splits/bonuses, decision-making process and team meeting times • Primary interface with Managing Director, presenting the team business plan and updates on a scheduled basis. Represents the team in reporting their accomplishments and needs to management • Reviews teams strength as compared to the competition (Competitive Advantage). Defines and leverages team strengths to best position the team to maintain and win business • Manages the overall deal-making process of the team, but may have particular focus to a particular phase of the delivery process (i.e. lead generation, conversion, or doing the deal). • Defines and determines the team focus, its brand and market segmentThe Leadership Center Appendix ii
  58. 58. Lead Generation Manager • Primarily responsibility is initiating cold calls, setting initial meeting strategy, and coordinating initial meetings with client and team members • Shares responsibility with Conversion Manager for identifying both market-segment opportunities and specific business prospects within segments • Responsible for researching and preparing for calls through Internet review of annual reports and internet based business analysis services (such as Hoovers and Morningstar). Consistently reviews industry trade publications, applicable business periodicals and newspapers • Maintains list of the top 50 clients in a team’s focused market-segment, including a list of key decision-makers and brokerage service providers. Undertakes monthly analysis of opportunities for securing business with clients on this list. • Responsible for oversight of team’s prospective client database (in conjunction with Marketing Specialist). • Clearly articulates to the prospective clients: the team’s approach, client service goals, the benefits to using the team, service delivery methods and prices • Understands and articulates CBRE Platform Services—including Brokerage, Property Management, Mortgage Banking, and Construction/Facilities Management • Prepares monthly reports for the team, including prospects targeted, prospects contracted, prospect responses and meetings targeted/set • Maintains one-page list of current economic influences, market rates and terms, comparable lease and sale transactions and industry trends • On a monthly basis, compares prospecting and cold calling targets against team market segment goalsThe Leadership Center Appendix iii
  59. 59. Conversion Manager • After initial client introductory meeting, conducts extended meeting to interview client, and to identify key client needs and CB services necessary to meet those needs • Assembles and coordinates team members and resources as necessary to pursue a Representation or Listing Agreement • Sets and articulates pricing strategy with assistance from Lead Generation and Service Delivery Managers • Oversees preparation of presentation day agenda, written materials, display aids and audio video tools (PowerPoint, flip charts, site plans, aerials, etc.) • Prepares, presents and negotiates “Engagement” contract (Representation or listing agreement) with client • Negotiates with client the “work plan” to be undertaken by the team on behalf of the clients • Provides service delivery manager with complete “work plan” which describes scope of client assignment, project milestone dates and client reporting requirementsThe Leadership Center Appendix iv
  60. 60. Service Delivery Manager • Primary responsibility is executing the “work plan” established for the team by the conversion manager • Collects and works with the Marketing Specialist to manage and deliver market data to client • Conducts client/project tours on behalf of the team • Responsible for assembling and managing data for responses to RFPs, proposals, financial analysis and client update reports • Coordinates preparation, review (legal, team, and client) and execution of Lease or Purchase and Sale documentation • Responsible for managing escrow process on behalf of team; interfaces with escrow officers, gathers (and ensures proper dissemination of) all required documents throughout escrow process; ensures timely team compliance with escrow deadlines • Responsible for oversight of project vendors including those related to: • Architectural • Contractor • FF & E • Timetable • Budgets • Move-in/out • Follows up with clients at conclusion of assignment to ensure highest level of client satisfaction with teamThe Leadership Center Appendix v
  61. 61. Marketing Specialist • Creates and maintains marketing appropriate stocks of assignment brochures marketing materials at direction of team leaders • Prepares property surveys for user, developer and investor clients • Prepares and maintains historical file of GIS locator maps for client presentations • Assembles property data tailored to each specific client in preparation for client presentations • Primary responsibility is to interface with Professional , researchers and clients regarding marketing requirements. Responsible for gathering all necessary data and materials for entire marketing effort (i.e. marketing flyers, brochures and packages, announcement flyers, signage, tombstone advertisements) • Complies, tabulates and verifies information for standard and special reports (i.e. internal marketing-progress reports, client update reports, active marketplace users report, recent “comp” reports, project “To Do” list for team members, client and team meeting agendas) • Gathers all appropriate materials, assembles and promptly submits Deal File Packages for completed transactions to Deal File Processing Center (Revenue Accounting, RAS) • Prepares and submits Vouchers for transactions in process, according to Company policy guidelines • Maintain and create Team database for accuracy (ACT, REA, Access, Outlook, etc.) • Consistently takes action to develop and implement procedures which organize Team members and streamline recurring team tasksThe Leadership Center Appendix vi
  62. 62. Administrative Assistant • Maintains contact list of all team members with phone, fax, home, pager, cell numbers, and email addresses • Arranges meetings, schedules appointments, makes travel arrangements, screens mail, takes meeting minutes and dictation, orders or secures team office supplies, photocopies and files as necessary • Responds to all callers (clients, brokers, and general inquiries) for team members as appropriate within 24 hours • Maintains stock team letters for ease of preparation, including letter of intent, letter of expressed interest, thank you letters for meetings, cover letters for each team assignment to accompany brochure for interested parties, and introductory letter to accompany team resumes • Coordinates client communications through team member voicemail messages • Process all Team correspondence and prepares Team documents • Maintains contact list of Executive Managing Directors, Senior Managing Directors, and Managing Directors. List must include phone, fax, cell numbers, and email addresses • Establishes and maintains Team filing system • May perform accounting related duties such as reviewing income and expense reports, completing disbursement forms for management approval and billing clients for services rendered • Performs other administrative and clerical duties as required • Maintains hard-copy contact list of 1st and 2nd tier decision makers on all current Team listings and user representation agreementsThe Leadership Center Appendix vii
  63. 63. Sales Professional • Practice outside of or within formal team structure, but within a defined structure (industrial, office, retail etc) • Develop Annual “Business Plan” and review with MD. Plan must include overview of goals, projected earnings, description of business focus, market segment, clients, strengths & weaknesses, competition and strategic plan for accomplishing those goals. Responsible for submitting Business Plan to Managing Director and must review progress as requested • Quarterly updates of ISG data for market sector or submarket as determined by Managing Director • Call and maintain client relationships within business specialty. Identify and pursue target business opportunities within market segment and specialty • Obtain listing or representation agreements for new or continuing business • Comply with all rules and regulations set forth by the California Department of Real Estate and maintain a current real estate license in good standing. Obey applicable federal and state ordinances and laws (agency, fiduciary relationship, disclosure, etc.) • Adhere to all rules and policies as stated in the company Policies and Procedures manual • Observe good general business code of ethics and display a loyalty to peers, the office and the companyThe Leadership Center Appendix viii

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