Smc goal setting module tab 1 b 0403


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  • We have all heard the definition of Insanity… It’s “Continuing to do the same thing over and over again and expecting the results to change.” We’re going to provide you some new tools to help you avoid Insanity and improve the performance of your team.
  • The Sales Manager is a powerful resource to improve sales performance. Planning is an effective tool when performed jointly and followed by skilled coaching. Time spent up-front with your sales team will result in exceptional performance. In this module, we will talk about goal setting with your individual employees Performance Agreements. The WIIFM for your sales people is Success! (What’s In It For Me)
  • Review Learning Objectives with participants. Focus on the SMART model, to be defined later.
  • Our primary objective today is to establish a Performance Agreement with each of our people … the unique feature is not just what to expect from the employee, but also, what to expect from the manager . Pose the following question to the class… What types of things do you typically agree upon in a performance agreement? List class answers on a flip chart
  • Review chart, ask… What are “What-Ifs”? Answers: Contingencies, unforeseen events Stress the Performance Agreement should be by Mutual Agreement rather than by mandating goals Also, Performance should be focused on the Customer and the Business vs. personality and social styles. Lead into next slide, When should we set goals?
  • Explain that Performance Agreements can occur any time during the year, here are some examples. Ask: Can anyone think of other opportunities? State: Timing is everything, don’t wait for the annual review.
  • The two questions that must be answered are: Read Chart… To address these questions, we use the SMART Model to set effective goals and objectives.
  • SMART is an acronym that stands for …. Review each item on the SMART chart.
  • Let’s further define the SMART elements… Explain in Measurable , observable may be changing behavior, e.g., effectiveness working as a team member, correcting communications problems with team members, etc. Point out that seldom are goals Results Oriented , such as the impact on the business, fellow employees, or the customer.
  • Review Slide Ask… What is the most important aspect of effective goals and objectives? Answer: They are observable and measurable. Ask … What are some characteristics of a good measurement system? (segue to next slide)
  • Point out the features of a good measurement system… Examples: Dashboards, Scorecards, provided they do not have to be maintained manually. Point out that what gets measured gets done well . Ask: Can you tell us some examples of where establishing a measurement system will result in improved performance? Possible answers: Open proposals get closed, claims get resolved, inventory turns improve, etc.
  • If you get stuck, trying to write an effective goal, plug your words in to this formula. Doesn’t have to be in this sequence. While this may seem complicated and you’re thinking “How will I ever remember this stuff” or, “This is going to be a big, formal deal to do this with my team”, let’s watch how a Goal-Setting session can run.
  • Lead into Video Clip on Setting Goals With Jayne & Dan… Tom Cruise and Julia Roberts had other commitments, so we hired the next best team. Before starting VCR, explain the 4 goals in the video exercise are listed on this page. Let’s observe... Run the Video “The Performance Agreement” (Dim Computer projector if TV Monitors are used) Debrief Video
  • Ask the Class to Operate in Table Teams. State that we assume all these Objectives or Goals are attainable , so we have a checkmark in the “A” column. Point out that “Measurable” means quantified OR observable. Give teams 10 minutes to classify the objectives Debrief class (5 minutes) for the answers to each Performance Objective/Goal. Ask the class to debate any item for which they do not agree. 1) Not R esults-oriented. 2) Not S pecific, not T imed. 3) Not R esults-oriented. 4) Not T imed. 5) Not M easurable, not R esults-oriented. 6) Not S pecific, not R esults-oriented.
  • Introduce exercise “ Writing your own Performance Objectives”. Let’s practice writing your own objectives. Individually write 3 Performance Objectives Use the objectives you brought to class, or use last year’s objectives or start with new ones planned for this year. Make sure your objectives meet the SMART criteria. When finished, exchange them with your adjacent teammate for conformance to the SMART CRITERIA. You have 15 minutes for this exercise. When teams have completed their reviews, ask for examples to be shared with the entire class.
  • Explain exercise, Writing Performance Objectives with an employee … like a Performance Agreement. Swap Objectives (from previous exercise) with a teammate. Pretend you are your teammate’s direct report, and write 3 performance goals that support his/her Objectives. Reverse roles and repeat the exercise. When written, review with teammate and check for conformance to SMART criteria. You’ll have 15 minutes for this exercise. Note: Goals may be hypothetical but should resemble GE culture & values. When teams have completed their reviews, ask for examples to be shared with the entire class.
  • Wrap up Goal Setting exercise… Constructing and communicating goals using the SMART model will drive the productivity and confidence of your sales team. Let’s take a one hour lunch break, then we’ll come back and learn about Performance Management. ANNOUNCE - Before 1PM, think about a situation with a direct report or colleague that you are dealing with….either a weak performer who needs to improve, or a strong performer who has certain issues that need to be managed.
  • We hear a lot about Mission, Vision, Goals etc. Let’s clarify the differences…
  • Smc goal setting module tab 1 b 0403

    1. 1. Goal Setting
    2. 2. Goal Setting Sales Managers have a critical role in sales performance by ... <ul><li>Developing the overall Territory Plan </li></ul><ul><li>Facilitating individual Performance Agreements </li></ul><ul><ul><li>Helping your salespeople develop goals, objectives, and action plans to ensure your Territory Plan is achievable </li></ul></ul><ul><li>Ensuring Sales staff meet their performance goals </li></ul><ul><li>Providing frequent coaching and feedback </li></ul>… To optimize the effectiveness and confidence of your teams!
    3. 3. Learning Objectives By the end of this module, you will be able to… <ul><li>Develop an effective Performance Agreement with each of your employees </li></ul><ul><li>Set clear goals and objectives using the SMART Model </li></ul><ul><li>Prepare for a goal setting meeting </li></ul>
    4. 4. The Performance Agreement A performance agreement is an explicit agreement of what a manager and employee expect from each other And… How they will work together.
    5. 5. <ul><li>Goals, Roles, Process, Interpersonal relationships </li></ul><ul><li>Time </li></ul><ul><li>Ground rules </li></ul><ul><li>What-ifs </li></ul><ul><li>Resources </li></ul><ul><li>Communication channels </li></ul><ul><li>Individual responsibilities </li></ul><ul><li>Priorities </li></ul>… focused on the Customer & the Business The Performance Agreement Typical elements …
    6. 6. Opportunities For Performance Agreements <ul><li>When a salesperson starts a new job </li></ul><ul><li>When a new manager arrives </li></ul><ul><li>During formal goal-setting sessions at the start of the year/quarter </li></ul><ul><li>When customer assignments change </li></ul><ul><li>When creating a 6-Sigma project </li></ul><ul><li>During performance reviews or EMS discussions </li></ul><ul><li>During team meetings for team or group contracting </li></ul><ul><li>After a training session </li></ul><ul><li>After any change in the business or procedures that affects the work of an individual </li></ul>
    7. 7. Setting Goals & Objectives <ul><li>How will I know I achieved this goal? </li></ul><ul><li>How would someone be able to evaluate my performance? </li></ul>Must Respond to These Employee Questions...
    8. 8. The SMART Model S Specific M Measurable A Attainable R Results Oriented T Timed
    9. 9. S Specific … Avoid generalities M Measurable … Quantity, quality or observable A Attainable … Realistic with time allowed & available resources R Results Oriented … Focus on results not just activities “ Implement a 5% price increase by end of the 1st quarter” “ Improve your team integration, monthly QMI with Credit” “ Close the top 2 targets you’ve identified by 2nd Quarter” “ Grow Switchgear Sales 10% as measured by the M110 report” The SMART Model T Timed … Completion date specified “ Have your Account Plans drafted for our March 5th review’
    10. 10. Goal Setting Effective Goals and Objectives are... <ul><li>Compatible with business goals and the individual’s job description </li></ul><ul><li>Realistic, yet challenging </li></ul><ul><li>Prioritized </li></ul><ul><li>Monitored by the key account and/or business plans and tracking mechanisms where appropriate </li></ul>Capable of being measured or observed
    11. 11. Features of a Good Measurement System <ul><li>Complete </li></ul><ul><li>Timely </li></ul><ul><li>Visible </li></ul><ul><li>Controllable </li></ul><ul><li>Reasonable cost of implementation </li></ul><ul><li>Easy to interpret </li></ul><ul><li>Tracks important information </li></ul><ul><li>Not time-consuming to gather data </li></ul>Goal Setting What gets measured gets done well !
    12. 12. Formula For Writing A Goal To have ______ ____ ________ _______ by _____ (Verb) (Quantity) (Subject) (Quality) (Date) Do what? How many? Of what? Done how? When? Examples: To have sold 3 new accounts with a minimum of 3 contracts each by 6/30 . (verb) (quantity) (subject) (quality) (date) To reduce customer claims for invoicing accuracy by 40% by end of 2ndQ . (verb) (subject) (quality) (quantity) (date) To successfully complete one 6-Sigma project per quarter . (quality) (verb) (quantity) (subject) (date)
    13. 13. The Performance Agreement Goal #1 Meet or exceed the sales goal of $6 Million for an 18%V in sales billed, shippable in the calendar year. Goal #2 Obtain agreement to have the 4 executive staff members at Montrose Enterprises attend the July CAP session at Crotonville in order to position GE for the next contract proposal. Accomplish by end of the 1st Quarter. Goal #3 Write the specification for the Excelsior Project at Star Industries by the end of February using the Information Systems project team. This will put GE in the top share position at Star. Goal #4 Upgrade your competency in Microsoft Excel so you can do the 6 Sigma spreadsheet reports for your Greenbelt projects. Complete the Excel class in January.
    14. 14. Evaluating Performance Objectives/Goals Team Exercise Read each Performance Objective or Goal. Place a check mark in the Specific, Measurable, Results Oriented, and/or Timed columns if objective or goal clearly incorporates those dimensions. Performance Objective/Goal S M A R T 1. Coordinate preparation of a 6-Sigma report to ensure submission on June 30 and that it meets established guidelines. 2. Schedule next quarter’s work plans so that T&L expenses are not over Op Plan. 3. Submit Key Account Plan updates by noon on the last fiscal Friday of the 2nd Quarter, on the original forms, modified in pencil. 4. Increase sales in territory by 20%. 5. Penetrate 6 new profitable accounts in the 1st Half of next year. 6. Complete training in skill development areas as discussed with District Manager by year end.      
    15. 15. Pairs Exercise Write your own Performance Objectives. Use the Objectives you brought to class, or use last year’s objectives or those you would like to achieve in the upcoming year. Check the spaces if your objectives clearly meet the SMART criteria. Have your teammate check it for conformance to SMART. Performance Objective S M A R T 1. 2. 3. Establishing Performance Objectives
    16. 16. Performance Goals S M A R T 1. 2. 3. Establishing Individual Goals Pairs Exercise Swap Objectives (from the previous exercise) with a teammate. If you were a direct report of your teammate, what should be your Performance Goals? Write 3 goals that would support your teammate’s Objectives, and have your teammate check for conformance to SMART criteria.
    17. 17. S Specific M Measurable A Attainable R Results Oriented T Timed Confident Productive SMART Performance
    18. 18. Appendix
    19. 19. Missions, Goals, & Objectives <ul><li>Missions are general intents </li></ul><ul><li>‘ Be the Market Leader in the Empire Region’ </li></ul><ul><li>Goals are specific & measurable accomplishments to be achieved </li></ul><ul><li>‘ Achieve top Market Share position in each District by end of year’ </li></ul><ul><li>‘ Exceed my sales budget by 10%’ </li></ul><ul><li>Objectives are tactics used to reach and achieve goals </li></ul><ul><li>‘ Target Health Care Top 5 accounts in each District, specs by June’ </li></ul><ul><li>‘ Launch new product blitz promo in 2nd Quarter for awareness’ </li></ul>