Branding Strategies for Sales Leaders that Drive Revenue


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  • A few words about Simon Grew up in Switzerland, German Part University of Bern – Business and Marketing Training and management development 1997 came to the US – San Diego Coaching and leadership development firm – Stand Out international Helping successful people - managers, professionals and leaders - build a stand out brand and make positive lasting changes in their behavior
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • Definitions of Marketing Scenario Direct Marketing Tele Marketing Advertisement Brand Recognition
  • Scot – Sales Distribution Team – medical device products Doctors and surgeons – communicated direct, to the point, build strong relationships Always learns, open, product updates, reads books, etc. Marshall Goldsmith: open-minded, ask relevant and challenging questions.
  • Credibility: Believable comes from Integrity Do what I say, say what I do I judge myself based on my intentions. I judge other based on their behaviors.
  • Simon Bill Lewis, Michael Osborn CALLAWAY GOLF - Sales Conference July 16, 2009 by Simon Vetter
  • Peter Leutert Frank
  • Peter Leutert Frank
  • Have a plan: Target client Wher edo you get leads from Key sales activities (referrals, networking, phone, internet,
  • Osborn – colleague, high-performer – she knows her numbers Number of leads each month Pipeline management Conversion rates Average sales per client 4 stages 1. Lead 2. Need assessment 3. proposal phase – demonstrate capabilities 4. commitment stage
  • Quote Michael Phelps
  • Leverage your knowledge - Jhonny Grier – spoke about Building a Team and Team Work.
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • Ask for a meeting Ask for a referral Ask for the business Takes confidence Fear of rejection
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • 50-50 Rule NFL Strengths and areas for improvement CALLAWAY GOLF - Sales Conference July 16, 2009 by Simon Vetter
  • Two examples: Bad: Jeanette, J&J Good: Peter Leutert, Agilent
  • Two examples: Bad: Jeanette, J&J Good: Peter Leutert, Agilent
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • Two examples: Bad: Jeanette, J&J Good: Peter Leutert, Agilent
  • July 16, 2009 by Simon Vetter CALLAWAY GOLF - Sales Conference
  • Two examples: Bad: Jeanette, J&J Good: Peter Leutert, Agilent
  • Two examples: Bad: Jeanette, J&J Good: Peter Leutert, Agilent
  • Example: RELIABLE Practice what we preach, do what we say, honor our words Starbucks McDonalds Toyota
  • Branding Strategies for Sales Leaders that Drive Revenue

    1. 1. Sales Leadership Alliance Branding Strategies for Sales Leader that Drive Revenue August 21, 2012
    2. 2. Goals for Today1. Understand effective practices for sales performance2. Learn a simple tool to bring out the best in ourselves and others3. Apply a behavioral coaching process to increase sales Page 2
    3. 3. Agenda for Today1. Build a Brand as a Sales Leader2. Common Challenge3. The 5 practices of high-performance sales4. Apply a proven process to get even better Page 3
    4. 4. Part IBuild a Brand as a Sales Leader: Overview and Definitions Page 4
    5. 5. Leadership BrandPersonal Branding Be a Leader A brand is a promise  Leadership is a relationship kept over time. between those who aspire to lead and those who choose A Personal Brand is to follow. the Essence-of-you,  Leaders don’t get appointed. recognized by others. It’s earned through behavior. You only become a leader when other people want to follow you. Page 5
    6. 6. ExerciseThink of a person- that you personally know- stands out in a positive, authentic way- and you consider as a leader in sales.What is ONE behavior or practice this persondemonstrates that makes him or her a stand outsales leader? Page 6
    7. 7. Elements of a Leadership Brand1. Authentic - be real and sincere2. Relevant – demonstrate value, deliver performance3. Memorable – create a positive perception4. Timely – clear, concise, to the point5. Consistent – predictable performance Page 7
    8. 8. LeadershipCredibility is the foundation of Leadership.If you don’t believe in the messenger, your won’tbelieve the message.Source: Kouzes/Posner, The Leadership Challenge Page 8
    9. 9. Part IICommon Challenge We all Face Page 9
    10. 10. The Trap We Fall into… Page 10
    11. 11. Our ChallengeWe all have Blind Spots:Others see something in me that I don’t.We judge ourselves based on our intentions.We judge others based on their behaviors. Page 11
    12. 12. Perception MattersI think I am… Others see me… Driven, determined and  Impatient, aggressive and ambitious even stubborn Smart, intelligent and  “know-it-all” guy fast-thinking Fun and humorous  Doesn’t take things seriously Page 12
    13. 13. Perception ManagementPerception is affected by:1. What we say (message, delivery)2. How we look (appearance, posture, etc.)3. What we do (behavior, action)4. What others say about us (reputation, image) Page 13
    14. 14. Part III Five Practices ofHigh-Performance Sales Page 14
    15. 15. 1: Purpose & FocusPurpose and focus:Use time for revenue-generating activitiesIt’s not about how busy you are as a sales person,it’s about how much business you bring in. Page 15
    16. 16. 2: Appropriate Measures “What gets measured gets improved.” Know your numbers Track your activity Page 16
    17. 17. 3: Discipline Plan your work. Work your plan. Consistent execute, persevere, do what it takes “I cant remember the last day I didnt train.” - Michael Phelps Page 17
    18. 18. 4: Develop self & others - Build confidence - Improve knowledge (product, industry) - Enhance skills “No man becomes rich unless he enriches others.” - Andrew Carnegie Page 18
    19. 19. Sales CoachingSales Coach: DO’s Sales Coachee: DO’s Ask questions  Commit to improve and (Rule: 80% listening change the selected and 20% talking) behavior Challenge with clear  Follow through on the and concise questions agreements Provide encouragement  Be open, honest and and positive support introspective Page 19
    20. 20. 5: Ask & Listen“The leader of the past know how to tell. The leader of thefuture knows how to ask.” - Peter Drucker Page 20
    21. 21. Imagine…… someone listening, not only to the words, but also to what’s behind them – who even listens to what is not said,… some who is curious about your goals and aspirations, what makes you tick – a person who will help you clarify your goals and provide tools for action and learning towards your results,… a relationship with a person who is as committed to your goals as you are,… someone who suspends judgment while listening to you; allowing your genuine self – both your strengths and improvement areas – to shine through. You are imaging a Sales Coach. Page 21
    22. 22. Part IVApply a Proven Process To Get Even Better Page 22
    23. 23. How to Change a BehaviorWhat does it take to achieve a positive, lastingchange in behavior?1. Commitment and willingness to change2. Interaction and support from others3. Follow up, follow up, follow up Page 23
    24. 24. Behavioral Change1. Select one behavior that you want to improveand will have a positive impact personally andprofessionally.2. Write down two reasons why you want tochange (or what benefits you will get from changingthat behavior) Page 24
    25. 25. Follow UpFrom our research with 86,000 respondents:The most important variable in predicting theincreased leadership effectiveness is theleader’s interaction with co-workers.Frequency of interaction with co-workers ismore important than the duration of trainingprograms or coaching meetings.Source: Article “Leadership is a Contact Sport”, MarshallGoldsmith and Howard Morgan, strategy+business, September2004 Page 25
    26. 26. Checking In1. Are you committed to make a change in the behavior you selected?2. Are you willing to support each other?3. Are you ready to follow up on a regular basis? Page 26
    27. 27. Try Feedforward instead of Feedback past NOW future Feedback: Feedforward: Input or data about the past. Ideas or suggestions for the We cannot change the past, future. we can learn from it. Let others help you change. Page 27
    28. 28. Support from Co-workers Try Feedforward instead of Feedback Apply Three Rules 1. 2. 3. Page 28
    29. 29. Exercise: FeedforwardThe person asking for “feedforward” can onlyrespond to receiving suggestions with Thank You(listen without judgment)The person providing suggestions cannot talkabout the past. Only future suggestions areallowed. Page 29
    30. 30. How to Change a BehaviorFive Tips to hold yourself accountable for change:1. Make a commitment to yourself2. Write down what you want to change3. Make a commitment to others4. Focus on the future – focus on one thing5. Stick to it. Page 30
    31. 31. “You must BE the change you wish to see in the world.” -- Gandhi Page 31
    32. 32. THANK YOU Tel: +1 858 Page 32