Erickson School April 2010 J Mc Carthy

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Attracting, Acquiring, Developing and Retaining Great Sales Talent.

Taught at the Erickson School, April 2010.

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Erickson School April 2010 J Mc Carthy

  1. 1. Presented by: Jack McCarthy, Principal Revenue Leverage, LLC UMBC Erickson School Sales and Marketing Course April 20-23, 2010 The Art and Science of Attracting, Selecting, Developing and Retaining Great Sales Talent
  2. 2. Program Outline <ul><li>Establish a Plan for Talent </li></ul><ul><li>Hiring Practices and Tools </li></ul><ul><li>Developmental Opportunities </li></ul><ul><li>Break-out Group / Experiential Learning Exercise </li></ul><ul><li>Q and A </li></ul>
  3. 3. A Plan for Sales Talent <ul><li>Consider the cost of ineffective sales talent </li></ul><ul><li>Talent as a priority…or not </li></ul><ul><li>Making consistent investments in developing talent </li></ul><ul><li>Reducing turnover or increasing top talent retention </li></ul><ul><li>Managing underperforming talent </li></ul><ul><li>Delegating occupancy to one person </li></ul><ul><li>Sales as a Team sport </li></ul><ul><li>Start today by reassessing your talent </li></ul><ul><li>What is the plan? </li></ul>
  4. 4. Hiring Practices and Tools The three step process… <ul><li>Pre-Interview Questionnaire and Situational Analysis/Sales Action Plan </li></ul><ul><li>Interview, interview…and interview some more </li></ul><ul><li>Predictive Index </li></ul>
  5. 5. Pre-interview Questionnaire <ul><li>Purpose: Prepares interviewer by matching </li></ul><ul><li>written words to verbal presentation, qualifying </li></ul><ul><li>the lead up front, and matching skill and </li></ul><ul><li>knowledge to the résumés. Measures what the </li></ul><ul><li>PI does not. </li></ul><ul><ul><li>Skills & Knowledge </li></ul></ul><ul><ul><li>Interests </li></ul></ul><ul><ul><li>Literacy/Language Skill </li></ul></ul><ul><ul><li>Behavior </li></ul></ul>
  6. 6. Pre-interview Questionnaire <ul><li>Describe what you do in your current role. (Get specific answers) </li></ul><ul><li>What is the typical day? (Really? How so? Tell me more?) </li></ul><ul><li>What makes you passionate about selling senior living services? (Ask for examples) </li></ul><ul><li>How are your results measured? (Ask for examples) </li></ul><ul><li>What part of your current role is a challenge and how do you handle it? (Ask for specific examples) </li></ul><ul><li>Tell me about how your job search is going. </li></ul><ul><li>Do you think you a good fit for this job and why? (Line up skills with business needs) </li></ul><ul><li>What is your ideal job? (Probe to how they see the future) </li></ul>
  7. 7. Sales Action Plan Quiz <ul><li>Purpose: identifies that the candidate </li></ul><ul><li>understands what and how to sell, level of </li></ul><ul><li>professionalism, and presentation, </li></ul><ul><li>computer and written communication skills. </li></ul><ul><ul><li>Intelligence </li></ul></ul><ul><ul><li>Application of Skill & Knowledge </li></ul></ul><ul><ul><li>Reinforces experience and professionalism or not! </li></ul></ul>
  8. 8. Sales Action Plan / Situational Analysis <ul><li>Instructions – Please develop a sales action plan based on the following scenario. Use the attached SMART goal form provided to communicate corrective measures that you recommend. </li></ul><ul><li>Situation – </li></ul><ul><ul><li>70 units of assisted living plus 20 units of memory care, open for 5 years. </li></ul></ul><ul><ul><li>85% occupied and never been higher. </li></ul></ul><ul><ul><li>Department head team is stable with the 3 rd ED and 3 rd sales person since opening. </li></ul></ul><ul><ul><li>Residents and families are happy. </li></ul></ul><ul><ul><li>Generating 5 news leads a week with 8 hot, 189 warm and 243 cold leads. </li></ul></ul><ul><ul><li>Three of the 4 competitors are full. </li></ul></ul><ul><ul><li>Building, location and price are all favorable or even with the competition. </li></ul></ul><ul><ul><li>Tour to move in ratio is 20% </li></ul></ul><ul><ul><li>Lead to tour ratio is 50% </li></ul></ul><ul><ul><li>Professional referrals are 25% of the new leads </li></ul></ul>
  9. 9. S.M.A.R.T. Action Plan (specific, measurable, attainable, relative, time lined) Issue Action By Whom By When Goal
  10. 10. Interview, interview, interview… <ul><li>Purpose: A three tier interview process to help </li></ul><ul><li>identify a persons consistency and reliability </li></ul><ul><li>and sincerity in presenting their value add to the </li></ul><ul><li>business. (The Blue File) </li></ul><ul><ul><li>Pre-screening interview </li></ul></ul><ul><ul><li>Initial interview with the supervisor </li></ul></ul><ul><ul><li>Interview with peer group </li></ul></ul><ul><ul><li>Final interview with the supervisors supervisor </li></ul></ul>
  11. 11. Predictive Index Index <ul><li>A Fact Based and Proven System to Support Your Business Goals </li></ul>
  12. 12. What is Predictive Index? <ul><li>In-house management tool that identifies human behaviors </li></ul><ul><li>Enables managers to hire, manage and develop their people to peak productivity </li></ul><ul><li>Effective team building tool </li></ul><ul><li>Directly links behavior to results </li></ul><ul><li>Inexpensive under $50 </li></ul><ul><li>Easy to do – it takes 10 minutes do complete on line with the product back to you in another 10 minutes </li></ul><ul><li>PI Checklist - simple, quick adjective list, 5 - 10 minutes to complete, 60 languages </li></ul><ul><li>PRO Job Analysis - job specific behavior profiles </li></ul>
  13. 13. P.I. is a Measuring Tool Individual Potential BEHAVIORS/DRIVES MOTIVATING NEEDS APTITUDES/STYLES E X P E R I E N C E ATTITUDES & VALUES INTERESTS LITERACY & LANGUAGE PHYSICAL & HEALTH I NTELLIGENCE EDUCATION & TRAINING KNOWLEDGE SKILLS
  14. 14. Why Use P.I.? <ul><li>To get the “right” people on the bus </li></ul><ul><li>The wrong people are costly and most times unhappy </li></ul><ul><li>To deliver terrific financial results </li></ul><ul><li>Test values and culture with those that “fit” best </li></ul><ul><li>Retention and talent development of the best </li></ul><ul><li>Managing Growth – identifies future leaders based on mission and vision </li></ul><ul><li>Creates a Sales Team that is – agile, balanced, flexible, nimble, aligned, focused and motivated </li></ul><ul><li>Coach/Mentor for alignment with goals </li></ul><ul><li>Sales is an art but it’s also a science </li></ul>
  15. 15. PI is a simple measuring tool <ul><li>Objective Information that measure </li></ul><ul><ul><li>motivations and needs </li></ul></ul><ul><ul><li>response to surroundings </li></ul></ul><ul><li>Four Basic Factors / all high or low </li></ul><ul><ul><ul><li>A = Dominance and Drive </li></ul></ul></ul><ul><ul><ul><li>B = Extroversion </li></ul></ul></ul><ul><ul><ul><li>C = Patience </li></ul></ul></ul><ul><ul><ul><li>D = Conformity to detail </li></ul></ul></ul><ul><ul><ul><li>M = Stamina </li></ul></ul></ul>
  16. 16. Proven Standards for Success <ul><li>Studied over 100 of the most successful Executive Directors and Sales Professionals </li></ul><ul><li>The common traits are… </li></ul><ul><ul><li>Leaders and sales people must have the “sales profile” </li></ul></ul><ul><ul><li>They are all; dominant, extroverted, people-oriented, urgent and innovative. </li></ul></ul>
  17. 17. The “Standard” for Top Performing Executive Directors and Sales Professionals
  18. 18. Low or High A <ul><li>Low A </li></ul><ul><ul><li>Cooperative, team player, service oriented; needs harmony and leadership. </li></ul></ul><ul><li>High A </li></ul><ul><ul><li>Independent, controlling, focus, initiative, risk taking; needs autonomy and power. </li></ul></ul>
  19. 19. Low or High B <ul><li>Low B </li></ul><ul><ul><li>Private, reserved, direct, factual, serious; needs time to think, analyze, and be alone. </li></ul></ul><ul><li>High B </li></ul><ul><ul><li>Sociable, friendly, talkative, empathetic; needs people contact and opportunity for verbal communication . </li></ul></ul>
  20. 20. Low or High C <ul><li>Low C </li></ul><ul><ul><li>Impatient, driving, intense; needs challenge, opportunity to work under pressure, variety. </li></ul></ul><ul><li>High C </li></ul><ul><ul><li>Steady, systematic, patient, methodical, easy going; needs stable work environment, freedom from changing priorities and time pressures. </li></ul></ul>
  21. 21. Low D or High D <ul><li>Low D </li></ul><ul><ul><li>Flexible, adaptable, non-conformist; needs freedom from restrictive or controlling environment. </li></ul></ul><ul><li>High D </li></ul><ul><ul><li>Careful, thorough, conscientious, detail oriented; needs clear understanding of policies and procedures and regular affirmation of high quality work. </li></ul></ul>
  22. 22. Comparison of Success vs. Unsuccessful Patterns for Executive Directors and Sales Unsuccessful Pattern Operational Pattern Successful Pattern Authoritative Management/Sales Pattern Pro-active, competitive drive to get things done, positive response to pressure Reactive, patient, tolerant of repetitive work, accommodating, process-oriented
  23. 23. P.I. is a legal, valid tool <ul><li>Satisfies EEOC Guidelines – Adverse Impact Studies: 1991- Gender, Race </li></ul><ul><ul><li>1997-Age </li></ul></ul><ul><li>Construct Validity Studies, 1983, 1996, 1999. </li></ul><ul><li>Over 300 Criterion Related Validity Studies </li></ul>
  24. 24. Break Out Group Exercise
  25. 25. Q and A

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