A sampling of training methods and leadership development

1. Jim McHugh
SALES LEADER

2. Table of Contents
Sales Training Methods
 Miller / Heiman Strategic Selling
 Dave Cooper Sales Training
Leadership Development
 5 Voices Leadership Communication
 Commitment to Coaching and Development of the Team
 Teamwork
 Marketing Strategy
 Sales Preparation
References

3. Sales Training
Methods

4. Miller Heiman Strategic
Sales Training
 https://www.millerheimangroup.com/

5. Miller
Heiman
Strategic
Selling

6. Miller
Heiman –
Blue
Sheeting

7. Dave Cooper
Sales
Training
Greeting Competency –
company and sales
person
Teaser User Stories
Discovery Demonstration – types
of buyers
Value Proposition Close

8. Dave
Cooper
Sales
Training
BACK-UP STYLES
The figure above illustrates a “Z” pattern. This is a representation of the pattern an analytical
follows under stress. The first reaction is to avoid, then attack, give in, and become sarcastic.
Under stress, each social style will follow a pattern of reactions to stress. There is a “Z” pattern
that can be applied to each social style.

9. Leadership
Development

10. 5 Voices Leadership Style
5 Voices https://s3.amazonaws.co
m/giantu/public/5+Voic
+PDF+General+jw.pdf
Personal Leadership
assessment
https://app.mygrowthm
.com/results/800ed8448f
c2fead6dd4c1c8bb07495
Pioneer: Connector

11. 5 Voices
Leadership
Communication

12. The 5 Voices – Self
Awareness
Communication
Performance
When people don’t use their natural leadership voice, here’s
what happens:
 Meetings seem to go nowhere
 Wasted time, money, and resources
 Misaligned teams that are ineffective or unhealthy
 Toxic work environment filled with drama and gossip
 People in the wrong role or position
 Disagreements that divide instead of unite

13. Coaching and
Development
A COMMITMENT TO COACHING AND BEING
COACHED

14. Commitment to Coaching and Development
of the team
HTTPS://WWW.ENTREPRENEUR.COM/ARTICLE/31134 6 KEY EFFECTIVE COACHING SKILLS

15. 1. Explain why you are
coaching
When you commit to coaching your team
members, take the time to explain why you
are coaching that person.
Tell them that you are making a
commitment to developing everyone on
the team and that you are going to be
coaching them on a regular basis.
The reason behind this is to help them get
where they want to go and to help them
grow and achieve their goals.

16. 2. Coaching is for everyone
 Everyone should be given the opportunity to be coached.
 “Well what about the receptionist? Are you saying I should
coach him?” The answer is yes!
 Everyone on the team should get the chance to grow, to
develop, to be better at what they do.
 They all have potential. They need someone to believe in
them.

17. 3. Coaching
should be
tied to their
goals
The first step in coaching should be to ask people about their
goals short-term, mid-term and long-term.
Don’t be surprised if people tell you they don’t know what they
to do “when they grow up.”
Having a goals discussion and helping a team member define their
goals can be a compelling discussion.
It also shows you genuinely care about them and not just about
their functional role at work, but what their dreams and aspirations
are and how you can help them get there.

18. 4. There are two types of coaching
DON’T DO JUST ONE. THERE ARE TWO
TYPES OF COACHING,
CORRECTIVE AND
DEVELOPMENTAL.
CORRECTIVE
COACHING IS
USUALLY TRYING TO
COACH SOMEONE
SOMETHING THAT
NEEDS TO CHANGE
IS A PROBLEM. FOR
EXAMPLE, IF
IS HABITUALLY LATE,
THEY NEED
ON HOW TO
THAT PROBLEM.
DEVELOPMENTAL
COACHING IS WHEN
YOU COACH
TO ACHIEVE THEIR
GOALS, HELP THEM
GROW AND DEVELOP
NEW SKILLS,
KNOWLEDGE, TOOLS
OR TECHNIQUES.
SADLY, MOST
NEVER DO
DEVELOPMENTAL
COACHING.

19. 6. Understand the Psychology of Coaching
When you are coaching,
forget you are coaching a
human being, and they come
to the table with insecurities,
ideas, feelings and history.
That history leads them to
have certain perceptions
about coaching.
Make sure when you are
coaching, particularly when
developmental coaching, that
you explain to that person
that they are not in trouble.
first, you may get a reaction
from people when you start
coaching them, and they may
ask, “Am I in trouble?” when
you ask to meet with
them. They may be defensive.
You have to reassure
them. The sad fact is that
many people had only met
with their boss only when
were in trouble. They never
had a coach, just reprimands
from their manager,
sometimes for their whole
career.
Let your team see that you
different. Commit today to
coaching consistently to grow
all your employees.

20. 5. Coaching must happen
 I know this sounds a bit odd, but coaching
must happen.
 I once worked with a manager for two years.
Every week my manager would say, “I really
should work with you and give you some
coaching." Of course I would say, “That would
be great.”
 I was looking forward to it, and I was excited
about it. But it never happened! I always say
you must “prioritize and calendar-ize.”
 If you don’t make it a priority or put it on your
calendar, we all know it never happens.

21. 6. Understand
the Psychology
of Coaching
When you are
coaching, don't
forget you are
coaching a human
being, and they
come to the table
with insecurities,
ideas, feelings and
history.
That history leads
them to have
perceptions
about coaching.
Make sure when
are coaching,
particularly when
developmental
coaching, that you
explain to that
person that they are
not in trouble.
At first, you may get
a reaction from
people when you
start coaching
them. They may be
defensive.
You must reassure
them. The sad fact is
that many people had
only met with their
boss only when they
were in trouble. They
never had a coach, just
reprimands from their
manager, sometimes
for their whole career.
Let your team see
that you are
different. Commit
today to coaching
consistently to grow
all your employees.

22. Teamwork

23. TEAMWORK

24. The STAR
Method

25. Marketing Strategy

26. The one number you need to grow!
Net Promoter Score

27. The Net Promoter Score

28. The Net
Promoter
Score

29. The Net
Promoter Score
Net Promoter Score
 https://www.decisionanalyst.com/whitepape
rs/ultimatequestion/
 https://hbr.org/2003/12/the-one-number-
you-need-to-grow
 https://marketinglowcost.typepad.com/files/
the-one-number-you-need-to-grow-1.pdf

30. Strategy – where are we headed?
 How do people / companies experience our brand?
 https://hbr.org/2018/02/the-most-successful-brands-focus-on-users-not-buyers

31. Where do we sit in
the centrality and
distinctiveness?
 https://hbr.org/2015/06/
a-better-way-to-map-
brand-strategy
 https://www.ideasforlead
ers.com/ideas/mapping-
brand-strategy-
balancing-centrality-vs-
distinctiveness

33. Preparing for meetings

34. Preparing for meetings
 Be the world expert on what my solution does to benefit the customers
 Amateurs practice until they make the shot.
 Professionals practice until they can’t miss!
 Visualizing success and good scenarios and hurdles
 Be compassionate of the customer’s time and run up to this moment in their day.
 Relax for the appointment – Put the customer at ease.

35. Running the meeting
Small talk Pick a great spot of power
Think of what is in front of me -
act like a peer not a subordinate
My time is valuable just like
their time is as well
Be the one who sets the
objective of the meeting – the
one that sets the objective is
now in control of the meeting
Check in…Any surprises in the
agenda?
Run the meeting as a
conversation not a presentation
Engagement with a peer is a
dialogue – create that pattern –
not a ‘pitch’
Use date and insights selectively
– don’t overdo it. 1-2 select
points
Use a whiteboard – if possible.
Be the teacher to further the
points
Manage the clock thoughtfully
Revisit the ageda and meet the
objectives
Lockdown the action items – 1-2
items assigned
Maintain control of the meeting

36. Follow up
• LinkedIn / Sales Navigator request –
gathering more information
Send a follow up note –
same day
• Reinforced that we do what we say
• Keeps me top of mind
Keep the exec. updated
with the follow up items

37. References
 Pete Gibson – Manager at AeroVision
 231-215-4977
 Dave Cooper – Manager at GEHRIMED
 423-307-3442
 James Jones – Manager at GEHRIMED
 786-326-6766

38. Thank you!