Elite Training Systems Coaching


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Professional Sales and Business Coaching

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Elite Training Systems Coaching

  1. 1. Elite Training Systems Coaching Personalized mentorship program to address core issues, prohibiting the client from advancing professionally.
  2. 2. The Definition of a Coach <ul><li>A private tutor. </li></ul><ul><li>One who instructs or trains. </li></ul><ul><li>To instruct, direct or prompt. </li></ul><ul><li>To train intensively (as by instruction and demonstration). </li></ul><ul><li>Merriam- Webster’s Collegiate Dictionary </li></ul>
  3. 3. Point of Interest <ul><li>Great players don’t always make great coaches and great coaches weren’t necessarily the greatest players. </li></ul>
  4. 4. Why People Need a Coach <ul><li>Training/Teaching/Educating/Informing. </li></ul><ul><li>Wisdom – knowledge gained from other experiences - different perception – simplify complicated issues. </li></ul><ul><li>Accountability – goal setting and achievement. </li></ul><ul><li>Identify issues, concerns, mental blocks, etc. (see the forest for the trees). </li></ul><ul><li>Introduce systems, processes and procedures to steamline business practices. </li></ul><ul><li>Assist in the creation/implementation of tools. </li></ul><ul><li>Intuitiveness – ability to see what you cannot and raise consciousness of client in areas of concern. </li></ul>
  5. 5. Four Levels of Consciousness <ul><li>Consciously Competent </li></ul><ul><li>Unconsciously Competent </li></ul><ul><li>Consciously Incompetent </li></ul><ul><li>Unconsciously Incompetent </li></ul><ul><li>The coach’s role is to elevate the performance of the student. In doing so the coach must raise their consciousness. </li></ul>
  6. 6. Reasons Coaching Fails <ul><li>Personality clash. </li></ul><ul><li>Poor explanation or insufficient communication. </li></ul><ul><li>Lack of commitment to the coaching program. </li></ul><ul><li>Insufficient follow through/implementation by client. </li></ul><ul><li>Client discomfort, disbelief, dishonesty regarding a tool or idea that was to be implemented. </li></ul><ul><li>Not a priority – other issues take precedent. </li></ul><ul><li>Insufficient resources to follow through with suggestions. </li></ul><ul><li>Inflexibility from either party. </li></ul><ul><li>Poor coaching environment – noisy, interruptions etc. </li></ul>
  7. 7. Ensuring the Desired Outcome <ul><li>Respectful cooperation – flexibility with in reasonable parameters - put personalities aside. </li></ul><ul><li>Open effective communication – client supplies appropriate information - quality explanations by coach – clarification questions from client. </li></ul><ul><li>Advance agreement of degree of client accountability. </li></ul><ul><li>Client to provide consistent updates regarding progress, resource issues and other obstacles. </li></ul><ul><li>Client to provide suitable coaching location. </li></ul><ul><li>Coaching contract to acknowledge commitment. </li></ul>
  8. 8. Why People or Companies Perform Poorly <ul><li>Poor or inadequate soft skills training. </li></ul><ul><li>Poor or inadequate product knowledge training. </li></ul><ul><li>Inadequate equipment (job related tools). </li></ul><ul><li>Time constraints (real or perceived). </li></ul>
  9. 9. Why People or Companies Perform Poorly - continued <ul><li>Lack of motivation. </li></ul><ul><li>Unwilling to change (try new ideas, implement different techniques). </li></ul><ul><li>Unable to change (intellectual or emotional reasons). </li></ul>
  10. 10. The Coach Must Ask Himself <ul><li>Which of the aforementioned reasons apply? </li></ul><ul><li>Is coaching needed to solve the problem? </li></ul><ul><li>If yes, what should the coaching sessions address? </li></ul>
  11. 11. The Coach Must Ask the Student <ul><li>Is this person conscious of what they are supposed to do and when? </li></ul><ul><li>What is the specific difference between the present and the desired performance level? </li></ul><ul><li>Does the person know and accept that his or her performance is unsatisfactory? </li></ul>
  12. 12. The Coach Must Ask the Student continued <ul><li>Does the person have the skills required to perform his duties? </li></ul><ul><li>Is the performance standard realistic? </li></ul><ul><li>What is the impact of the substandard performance? </li></ul><ul><li>Are adequate resources available to do the job? </li></ul>
  13. 13. The Coach Must Ask the Student continued <ul><li>Is it possible to address the obstacles affecting performance or are they beyond the person’s control? </li></ul><ul><li>Does positive performance yield sufficient rewards? </li></ul><ul><li>Is the person intellectually and motivationally capable of doing the job if the desire is present? </li></ul>
  14. 14. What is the Answer? <ul><li>No! </li></ul><ul><li>Thank you for your time! </li></ul><ul><li>I encourage you to take appropriate measures. </li></ul><ul><li>Yes! </li></ul><ul><li>Review the Sales and Business Coaching Model. </li></ul><ul><li>Discuss the stage for coaching sessions. </li></ul><ul><li>Review the E.P.S.R. </li></ul>
  15. 15. Coaching Testimonial <ul><li>I have been working in sales for 11 years, 7 years as an outside sales representative in Germany selling technical components and systems to large companies.  I’m a Mechanical Engineer, with an M.B.A. in International Marketing.  I consider myself smart in some ways but had to realize from various feedback that this is by no means a guarantee for success, especially after relocating to Canada and moving up into a Sales Management position where different skills are required. </li></ul><ul><li>I was referred to Marshall by a business associate and have to admit being a little skeptical initially about being coached. After closely working with Marshall and being coached individually as well as spending time in the field with him, meeting clients, I understand how blind one can be without forward thinking.  His outside feedback and critic , provided solutions to help me make necessary alterations to my behaviour.   Marshall’s very well executed coaching program has exceeded my expectations in all ways. Thank you Marshall! </li></ul><ul><li>Christoph Neuscheler, Regional Manager BC & Yukon, </li></ul><ul><li>Bosch Rexroth Canada Corp. </li></ul>
  16. 16. Coaching Testimonial <ul><li>This is an exciting time in my life as I attempt to walk-away from a successful 30+ year </li></ul><ul><li>career in the field of information technology into that of a Real Estate Sales </li></ul><ul><li>Professional.  Over the span of my career the learning of new tools and techniques was </li></ul><ul><li>accomplished through either a formal classroom style or the old fashion method of taking </li></ul><ul><li>book and pen in hand to do-it-yourself.  Never in my career have I had the opportunity to </li></ul><ul><li>work one-on-one with a personal coach.  It's quite a different experience, especially with </li></ul><ul><li>an individual as talented as Marshall is.  It's hard to believe that before our first session </li></ul><ul><li>was completed, it seemed like Marshall and I had known each other for years; within a </li></ul><ul><li>brief short 60 minutes, Marshall had already carved-out my 'path of coaching' with </li></ul><ul><li>emphasis on my future success.  Marshall was an excellent motivator for me, he came to </li></ul><ul><li>all our coaching sessions with a high level of energy that made me want to get out there </li></ul><ul><li>and accomplish my goals, utilizing my new-found skills.  Thanks to Marshall's unique style </li></ul><ul><li>of coaching I feel better educated and confident to handle the various sales challenges </li></ul><ul><li>ahead of me. </li></ul><ul><li>Marie Sargent, Sales Representative, Prudential Grand Valley Realty </li></ul>
  17. 17. Coaching Testimonial <ul><li>Working with Marshall was a significant and valuable </li></ul><ul><li>experience.  Our weekly sessions had a powerful influence on me and continue to impact my professional and personal life.  Starting with the 16PF personality questionnaire which is used to create the </li></ul><ul><li>Elite Performer Selection Report and focusing on the areas specific to my needs, we got right down to business without the need of revisiting much of the typical sales training information that I am already familiar with. Marshall’s keen insight into the behaviours of </li></ul><ul><li>buyers and sellers is the most useful education I’ve encountered in years.  Thanks Marshall, you’re the greatest! </li></ul><ul><li>Keith Marshall, Account Executive, Rex Magazine </li></ul><ul><li>(a TorStar company) </li></ul>
  18. 18. Coaching Testimonial <ul><li>During a one week in-field coaching session Mr. Northcott came with me as </li></ul><ul><li>an observer to evaluate my present sales skills and provide me with </li></ul><ul><li>feedback after each visit and at the end of the trip. It is not always a </li></ul><ul><li>pleasant feeling to have someone &quot;look over your shoulder&quot;, however the </li></ul><ul><li>way he interacted with myself and my customers made me almost forget </li></ul><ul><li>that I was being monitored. It felt like a natural setting with one of my </li></ul><ul><li>colleagues joining me on a customer call. His feedback was very valuable </li></ul><ul><li>and precise and gave me the opportunity to put his recommendations into </li></ul><ul><li>action right away to see immediate results. Mr. Northcott was detailed, </li></ul><ul><li>with examples of the occurrences and with ideas on how to improve. He </li></ul><ul><li>presented this feedback in a very positive way, as well pointing out what </li></ul><ul><li>in his opinion was well or very well done. I highly recommend the services </li></ul><ul><li>of Marshall Northcott, SMP Strategies and Elite Training Systems. </li></ul><ul><li>Thilo Biedermann, Area Manager, Gotz, North America </li></ul>
  19. 20. Ideal Coaching Environment <ul><li>Sessions should be held in a private place where we cannot be heard. </li></ul><ul><li>Only the Coach and Client(s) should be present. </li></ul><ul><li>No interruptions. </li></ul><ul><li>Adequate time slot blocked off for session. </li></ul><ul><li>Focus on the topic(s) at hand for session. </li></ul><ul><li>All are warm, friendly, cooperative, respectful, calm and positive. </li></ul>
  20. 21. Primary Contributors to Performance
  21. 22. Impact of Personality <ul><li>Research suggests that 45% your performance abilities are dictated by personality. </li></ul><ul><li>Personality is broken down into sixteen different variables for analysis. </li></ul><ul><li>When any of these variables is out of balance it has the ability to negatively impact performance as a whole. </li></ul><ul><li>The affect is “not firing on all cylinders.” </li></ul>
  22. 23. Coaching Comparison <ul><li>Traditional Coaching </li></ul><ul><li>Program is directed towards the business and sales aspects of the client’s life. </li></ul><ul><li>The blanket approach to coaching is less effective because it may not address individual personality needs. </li></ul><ul><li>E.T.S. Coaching </li></ul><ul><li>The client is a whole person and using the E.P.S.R. we are able to drill down into very specific areas of an individual’s personality. </li></ul><ul><li>The client is coached as a whole both personally and professionally. </li></ul>
  23. 24. The Elite Performer Selection Report
  24. 25. “ Gut Feel” Recruiting <ul><li>Many years ago my Sales Manager shared with me, “I wish I had a crystal ball in order to hire the best candidates.” </li></ul><ul><li>The Pareto Principle (80/20 rule) tells us that we only have a one in five chance of making a quality gut feel decision. </li></ul><ul><li>The E.P.S.R. gives you an unfair advantage. </li></ul>
  25. 26. What is the Elite Performer Selection Report? <ul><li>A tool that has been created based on the findings of the comprehensive 10 year Toronto based Elite Performer Study™ 1987-1996 </li></ul><ul><li>The purpose of the Study was to determine what separated Elite Performers from the otherwise average, to good performers. </li></ul><ul><li>Throughout the process, the best of Standardized Tests were used, with results being carefully monitored by Psychologists trained in both Research Methodology and advanced Psychometrics. </li></ul><ul><li>In total, slightly more than 15,000 business people were assessed, with over 200 professions represented. </li></ul>
  26. 27. What is the Elite Performer Selection Report? - continued <ul><li>All areas of the United States and Canada were represented with separate Scoring. </li></ul><ul><li>Norms being established for gender, age, ethnicity and geographic location. </li></ul><ul><li>Separate norms have also been established to distinguish Elite Performers from each of the professions represented as well. </li></ul><ul><li>The Elite Performer Study™, and the conclusions drawn, has been evaluated and validated by three separate Research Corporations. </li></ul>
  27. 28. Who Can Benefit from Using the Report? <ul><li>Human Resources Departments. </li></ul><ul><li>Managers/Mentors/Department Heads. </li></ul><ul><li>Trainers/Training Department. </li></ul><ul><li>Professional Coaches. </li></ul><ul><li>Anyone wanting to Self-Assess and Self-Coach. </li></ul>
  28. 29. How Does the Report Benefit Users? <ul><li>Prescreening potential candidates and job applicants. Improved screening = better quality hires and increased retention. </li></ul><ul><li>Assessing existing staff and team members. </li></ul><ul><li>Saves time, expedites the initial assessment process and reduces overall coaching time. </li></ul><ul><li>Identifies personal strengths and traits that can be the root cause of concern(s). </li></ul>
  29. 30. How Does the Report Benefit Users? - continued <ul><li>Provides questions and a strategy to assure accurate results when screening and or coaching. </li></ul><ul><li>Pinpoints red flags that may create business issues. For example; resistance to working in a team environment, unrealistic job related expectations or reluctance to communicate. </li></ul>
  30. 31. The Author of the Study <ul><li>From 1987-1996, Dr. Ray Metcalfe spearheaded the Toronto-based Elite Performer Study.™ </li></ul><ul><li>Dr. Metcalfe is a psychologist and psychotherapist who has invested over 25 years specializing in systematically moving high performers up to even higher levels of achievement. </li></ul><ul><li>For over twenty years now Dr. Metcalfe has been a Consultant to Elite level performers. </li></ul><ul><li>His client base includes: Senior Executives, Business Owners, Entrepreneurs, Financial Services Sales Representatives and Managers, Personal and Business Coaches, as well as Amateur and Professional Athletes. </li></ul>
  31. 32. The Author of the Study (continued) <ul><li>In 1987, he commenced the &quot;Elite Performer Study&quot; in order to clearly define the mindset, attitude, motivators, psychological makeup and behaviours of Elite Performers. </li></ul><ul><li>In total, over 15,000 individuals throughout Canada and the United States were carefully evaluated. </li></ul><ul><li>Interest in the Elite Performer Study has been so great that Dr. Metcalfe has developed the first scientifically validated Coaching Program for Elite Performers, which will assess the individual's potential to become an Elite Performer, and then carefully monitor him/her as they proceed towards their goals and to attain their potential. </li></ul>
  32. 33. Critical Questions that Were Asked <ul><li>Going into the Study, specific underlying questions were first established. A few of the most basic areas which needed to be addressed included questions such as: </li></ul><ul><li>Can Elite Performers be consistently identified? </li></ul><ul><li>Can those who have the potential to become Elite Performers (a critical concern for Personal and Business Coaches) also be identified? </li></ul><ul><li>What, specifically, predicts Elite Performance? </li></ul>
  33. 34. Critical Questions that Were Asked - continued <ul><li>Do these predictors remain constant from profession to profession, or do they change? </li></ul><ul><li>If they do change, in what manner does this occur? </li></ul><ul><li>Can Elite Performers be developed through coaching and or training? </li></ul><ul><li>Can a product be developed which can be used for the selection, coaching and training of Elite Performers? </li></ul>
  34. 35. A Comment on Methodology <ul><li>Fundamental to the success of the Elite Performer Study™ was the implementation of proper research methodology. </li></ul><ul><li>At the core of the research was the goal of assessing and exploring three critical areas. </li></ul><ul><li>To determine, clearly define, and measure specific areas of performance, as distinct from the typical and erroneous method of profiling, which tends to be descriptive, but non-predictive in nature. </li></ul><ul><li>Not how an individual scored in a generic sense, measured in an abstract manner against a general population base, but rather, how did our respondents score, when tested, when their scores were measured against their actual workplace performance. </li></ul>
  35. 36. A Comment on Methodology (continued) <ul><li>To establish specific performance criteria, which would be consistently predictive of Elite Performers. </li></ul><ul><li>A specific research form was designed and completed in addition to the Standardized Personality Test which was also filled in by all respondents. </li></ul><ul><li>By carefully designing questions which would indicate, in an objective manner, how each candidate was doing in his or her profession, a correlational analysis could be drawn, whereby specific areas of work performance could be measured against each person’s Personality Structure. </li></ul><ul><li>It was then possible to establish a clear measure of how Elite Performer’s differed, in terms of specific work performance from those who were not attaining such high levels of achievement. </li></ul>
  36. 37. From the Study Critical Finding 1 <ul><li>Because the research was embedded in actual workplace performance data, it is now possible to determine, with 100% reliability, those who are the Elite Performers (critical for selection), or who have definite Elite Performer potential. </li></ul>
  37. 38. <ul><li>Due to the breadth of the study, Elite Performers may be identified from a number of specific professional areas. Validation studies conducted prove high performers from areas such as: Senior Executives, Sales Professionals, Business Owners and Entrepreneurs can be identified. Other areas of interest where validation studies have proven valid include Team Building and high-performance Corporate Culture analysis. </li></ul>From the Study Critical Finding 2
  38. 39. <ul><li>With the development of the Elite Performer Selection Report™ those in the hiring, coaching and training professions now have a unique product which they may incorporate into their practices. The Report identifies six common areas of strength, predictive of Elite Performance. By embedding these areas onto a readily accessible Report, it is now possible for a coach or trainer, at a glance, to know where to invest their time in assisting their client or employee. A Standardized Personality Test was used, so coaches and trainers may now learn how to do in-depth counseling, using the individual Personality Factors, which are also available through the Report. As such, rather than exclude a critical area of counseling, both the personal and the professional side of things can now be addressed. </li></ul>From the Study Critical Finding 3
  39. 40. Point of Interest - 1 <ul><li>For those who work specifically in the sales industry, one illustration of what can now be done may be of interest. According to the Life Underwriter’s Association of Canada, the retention rate of the Canadian financial services industry, after a five-year period of hiring, is 22%. This means that 78% of those hired today, will have left their home company within five years. Furthermore, over half of those who do leave their company, do so within the first year. </li></ul>
  40. 41. Point of Interest - 2 <ul><li>According to a Senior Regional Manager with one of our major banks, it costs somewhere between $50,000 – $100,000 to select and train a new Sales Representative. In contrast to these numbers, where the Elite Performer Selection Report™ has been used, a 100% retention rate is the norm, with Elite Performers demonstrating a minimum of more than 7 times the sales volume that is currently generated where other methods of selection are employed. </li></ul>
  41. 42. Personal Rating According to Years in Business (see explanation on the two following slides)
  42. 43. Personal Rating <ul><li>As part of the Elite Performer Study, a large number of Sales Representatives, Executives and Entrepreneurs were asked to rate themselves against others in the same line of work as themselves, in terms of overall performance. </li></ul><ul><li>The percentile rating was used to calculate the results, so if they said 60%, they were in the top 60% etc. </li></ul><ul><li>On average, in years 1-3, the most critical years, the respondents only averaged a personal rating at around the 60% range i.e. &quot;I am only at the 60th percentile as compared to my peers&quot;. </li></ul><ul><li>In other words, their overall personal rating (tends to correlate with self-image) is significantly holding them back and also corresponds with their actual performance when compared with what their actual performance level was. </li></ul>
  43. 44. Personal Rating (continued) <ul><li>This is not self-correcting, and stays about the same for all of the first 3 years. </li></ul><ul><li>Within the first 3 years, however, 90% of new businesses tend to fail and struggling sales staff quit or are fired. </li></ul><ul><li>In contrast, when people scored in the desired range on the Elite Performer Selection Report, their Personal Ratings are typical of those at the 10th year level, whether in their first year of Sales, Management etc. or later. </li></ul><ul><li>As a result, their actual  level of performance is far higher (in Sales, the Elite Performer runs 7-8 times the Sales Volume as the average performer) and the retention rate on average is over 90%. </li></ul>
  44. 45. The Elite Performer Selection Report™ <ul><li>It was hoped, going into the research, that specific areas could be discovered which would consistently be predictive of high level achievement. </li></ul><ul><li>Also, that a unique tool could be developed to enable coaches, and others, to evaluate, on the basis of validated research, the potential and readiness of their employees or clients to make progress, either personally or professionally. </li></ul><ul><li>The essential findings, which tend to be predictive of high-end performance, may be assessed by viewing the “Critical Elite Performance Areas” on a following slide. </li></ul>
  45. 46. The Elite Performer Selection Report™ <ul><li>Of the several standardized tests that were used, Personality Structure was, by far, the best and most consistent predictor of performance. </li></ul><ul><li>When Elite Performers were assessed from different professional groups, the same six areas of requirement consistently came through, at a 100% predictability rate. </li></ul><ul><li>Contrary to popular opinion, much of which falls into the “pop psychology” mold, coaches are now able to move away from the non-predictive personality profiling, to looking for a range of strengths, developed from an actual measuring of how an individual is going to perform “on the job.” </li></ul>
  46. 47. Comparison to Alternative Testing Tools - 1 <ul><li>Alternate methods use a &quot;level B Test&quot;. </li></ul><ul><li>This means the Report is based upon a level of test that typically only those with a minimum of an MA in Psychology, and with MA Courses in Statistics and Psychometrics can purchase. </li></ul><ul><li>The 16PF (used for the E.P.S.R.) is a &quot;level B&quot; Test, which enables us to go much deeper into an analysis and detail of an individual when we do our diagnostics. </li></ul><ul><li>Level A Tests which include the Disc and Myers Briggs tests are &quot;ok&quot;, but not specifically designed for detailed or in-depth analysis. </li></ul>
  47. 48. Comparison to Alternative Testing Tools - 2 <ul><li>The Report is based upon actual Performance “at work&quot;. </li></ul><ul><li>As such, we analyzed, very carefully, what was done by Elite Performers, and then did a correlation analysis whereby we were able to determine what specific Strengths differentiated Elite Performers from the rest. </li></ul>
  48. 49. Comparison to Alternative Testing Tools - 3 <ul><li>At the current time, the Elite Performer Selection Report is the only Report based upon a validated study of exclusively Elite Performers. </li></ul><ul><li>As such, an individual is measured, not against &quot;average&quot;, as is the typical case, but against only the top 5% in the field. </li></ul>
  49. 50. Critical Elite Performance Areas <ul><li>Elevated Problem Solving Abilities </li></ul><ul><li>High Drive and Personal Influence </li></ul><ul><li>Emotional Resilience and Integration </li></ul><ul><li>Self Controlled and Disciplined </li></ul><ul><li>Good Interpersonal Skills </li></ul><ul><li>Practical — Able to understand theory and apply it in a practical manner </li></ul>
  50. 51. Problem Solving Abilities <ul><li>Listening comprehension. </li></ul><ul><li>Mental clarity. </li></ul><ul><li>Elevated concentration. </li></ul><ul><li>Increased attention abilities and focus. </li></ul><ul><li>Greater creativity and innovation. </li></ul><ul><li>Enhanced speed of recall. </li></ul><ul><li>Greater overall capacity. </li></ul>
  51. 52. Drive <ul><li>Improved physical balance and coordination. </li></ul><ul><li>Open to new experiences. </li></ul><ul><li>Greater ease at speaking in public. </li></ul><ul><li>Enhanced strength and clarity of voice. </li></ul><ul><li>Elevated energy and assertiveness. </li></ul><ul><li>Improved self-image, “stronger.” </li></ul>
  52. 53. Emotional Resilience <ul><li>Emotional integration. </li></ul><ul><li>Ability to cope and to bounce back. </li></ul><ul><li>Composure and patience with people and circumstances. </li></ul><ul><li>Overall calmness. </li></ul><ul><li>Deals better with change and risk. </li></ul><ul><li>“ In tune” with self. </li></ul>
  53. 54. Self-Control <ul><li>Feels more “Grounded.” </li></ul><ul><li>Sense of personal direction. </li></ul><ul><li>More focused. </li></ul><ul><li>Greater role consciousness. </li></ul><ul><li>Enhanced appreciation of detail and orderliness. </li></ul><ul><li>Timeliness and project completion. </li></ul><ul><li>Goal-Setting and planning. </li></ul>
  54. 55. Inter-Personal Style <ul><li>Greater warmth and enthusiasm. </li></ul><ul><li>More social boldness. </li></ul><ul><li>Interpersonal comfort. </li></ul><ul><li>Greater openness to people, things and ideas. </li></ul><ul><li>Greater curiosity and more “risk” oriented. </li></ul><ul><li>Better sense of direction in life. </li></ul>
  55. 56. Practicality <ul><li>Overall feeling of being “Grounded” </li></ul><ul><li>Sense of Self and “Presence” </li></ul><ul><li>Brings objects and tasks to completion. </li></ul><ul><li>Improved overall focus. </li></ul><ul><li>Improved self-discipline. </li></ul><ul><li>More trusting of own judgment and instincts. </li></ul>
  56. 57. Recap <ul><li>E.P.S.R. is a product based upon Performance , not upon Profiling . </li></ul><ul><li>A tool to select those who will be high achievers , not average. </li></ul><ul><li>A method for selecting those who are going to stay with an organization. The E.P.S.R. is virtually 100% effective in dealing with retention. </li></ul>
  57. 58. Recap - continued <ul><li>Selecting candidates who will consistently bring in a great deal of new business. The 6 Performance Areas now address and deal with this especially the Durability, Resilience and Reasoning areas of performance. </li></ul><ul><li>Reveals those who easily adapt to new Corporate Cultures and will fit in well on high-performance teams. </li></ul><ul><li>A product that assists Head Office to select Sales Managers and Executives which The E.P.S.R. is now validated to do as well. </li></ul>
  58. 59. The Qualitative Difference <ul><li>What separates the Elite Performer from the rest? </li></ul><ul><li>He or she is not just a harder worker. </li></ul><ul><li>There is a qualitative difference in thinking. </li></ul><ul><li>The E.P.S.R. provides the coach with a means to bring about this particular mindset. </li></ul><ul><li>Once the mindset has been developed based on the research it seems to stay. </li></ul><ul><li>Elite Performance can be taught, learned and maintained with individuals, groups and for leadership development. </li></ul>
  59. 60. Elite Performer Business and Performance Cycle Target Range on all Factors Emotionally Integrated with High Drive and Resilience Socially Comfortable, Intuitive and Friendly Reasons Well and Understands Needs of Client Follows Through and Provides Solution
  60. 61. The Testing <ul><li>On-line testing. </li></ul><ul><li>Requires a place where the subject can work uninterrupted for 30-35 minutes to complete the test. </li></ul><ul><li>Results are electronically compiled and sent to the key contact person within twenty-four hours. </li></ul><ul><li>Testing Fee: $195.00 (quantity discounts available) Included with coaching program. </li></ul>
  61. 62. Client Needs and Readiness are Assessed Client Coaching Model is Applied Elite Training Systems Coaching Model
  62. 63. Coaching Model Coaching Client Intelligence, Motivation and Personality Personal Life Business Management Skills Sales Skills Elite Performer Selection Report (A Measurement of Mindset) Experience Experience Experience
  63. 64. The Coaching Program <ul><li>Hourly (occasionally two hour) sessions. </li></ul><ul><li>Weekly for the first three months. </li></ul><ul><li>Bi-weekly for the balance of the sessions. </li></ul><ul><li>Fee: Call for hourly session fee. </li></ul><ul><li>Invoiced in blocks of ten sessions in advance. </li></ul><ul><li>Payment by cheque, Visa or Master Card. </li></ul>
  64. 65. Reviewing the Results <ul><li>For those using the testing for screening of applicants the results/questions are in-depth and self-explanatory. </li></ul><ul><li>Assistance is available on an as needed basis. </li></ul><ul><li>For coaching clients, the assessment will be reviewed at a subsequent session and will form the foundation for ongoing mentoring. </li></ul>
  65. 66. Getting Started <ul><li>Give SMP Strategies the go-ahead to proceed. (Authorize the paperwork and coaching contract.) </li></ul><ul><li>Schedule our first coaching session. </li></ul><ul><li>We will communicate on your behalf to have an email sent to you with log in information, a user identification and password. </li></ul><ul><li>Complete the testing with in a day or two of receiving the email. </li></ul><ul><li>Assessment will be reviewed during the first session. </li></ul>
  66. 67. Contact Information <ul><li>SMP Strategies </li></ul><ul><li>Highland Postal Outlet </li></ul><ul><li>75 Dundas Street North, P.O. Box 27007 </li></ul><ul><li>Cambridge, ON N1R 8H1 </li></ul><ul><li>Phone: 519-624-9964 Fax: 519-624-7138 </li></ul><ul><li>Toll Free: 866-896-6603 </li></ul><ul><li>Email: mnorthcott@smpstrategies.com </li></ul><ul><li>Web Site: www.elitetrainingsystems.ca </li></ul><ul><li>Click enter to conclude this presentation! </li></ul>