Accountability is one of the most important aspect of running a business. If you do not know how to hold your team accountable and to be productive, you are losing money. Learn what tools you can implement to build your team's success.

1. Holding
Your
Team
Accountable
Glenn
Pasch,
COO
&
Partner
PCG
Digital
Marke6ng

2. Process
• is
NOT
a
Dirty
Word
• A
con;nuous
ac;on,
opera;on
or
series
of
changes
taking
places
in
a
definite
manner
• People
want
structure
• Easier
to
manage
and
hold
accountable

4. Goal
of
Workshop
•
•
•
•
Understanding
why
Process
is
Important
How
to
create
good
process
How
to
hold
accountable
Communica;on
Styles

5. Where
to
Look
for
Process
Need
• Data
points
to
pain
point
• Decide
what
ac;on
• Decide
on
who
will
help
create
process
• Create
with
small
group
first
then
give
to
bigger
group

6. The
Needs
of
Any
Process
•
•
•
•
•
Be
Specific
Ac;onable
Tasks
Yes
or
No
Func;ons
Where
is
fits
into
overall
structure
Does
it
impact
other
departments

7. Impact
of
One
report
Data
says
increase
paid
search
More
Leads
come
in
More
Phone
calls
come
in
Sales
should
go
up
Did
we
let
BDC
or
Internet
team
know
what
we
did
• Are
we
staffed
correctly
• Did
we
increase
accountability
•
•
•
•
•

8. Mythical
Dealer
Current
Results
•
•
•
•
•
•
#of
leads:
600
#
of
engagements
400
(66%)
#
of
appointments
225
(56%)
#
of
shows
90
(40%)
#
of
sales:
50
(55%)
Overall
Closing
ra;o:
8.3%

9. 60
x
4
Rule
to
Begin
•
•
•
•
•
•
600
leads
600
x
60%
=
360
engagements
360
x
60%
=
216
appointments
216
x
60%
=
129
Shows
129
x
60%
=
77
cars
sold
13%
closing
ra;o

10. What
Do
We
Want?
600
leads
Current
13%
Engagements
400
360
-­‐40
Appointments
225
216
-­‐9
Shows
90
129
+39
Sold
50
77
+27
Closing
%
8%
13%
+5%
How?

11. How
to
Implement
Change
• 8
Step
Coaching
Process
– Explain
WHAT
needs
to
happen
– Explain
WHY
it
is
important
– Explain
HOW
the
changes
will
happen
– Demonstrate
– Role-­‐play
– Feedback
– Explain
what
changes
happened
– Follow
up

12. Communica;on
Styles
• 4
different
types
of
communica;on
styles
that
exist
and
how
your
response
to
each
type
should
be
formulated.
– The
Dominator
– The
Conversa;onalist
– The
Planner
– The
Calculator

13. Dominator
• This
individual
wants
to
control
the
conversa;on.
Some
traits
are:
•
• May
come
off
as
blunt
• Boeom
Line
aftude
• Seems
to
be
In
a
hurry
• Tells
you
what
they
want
versus
asking
for
your
input
•

14. How
To
Handle
Dominator
• Be
respecgul
of
their
ideas
• Focus
on
facts
and
ideas
rather
than
the
person
• Have
evidence
to
support
your
argument
• Be
quick,
focused,
and
to
the
point
• Show
them
how
they
can
succeed

15. Conversa;onalist
• These
individuals
are
very
expressive
and
outgoing.
• Love
to
talk
especially
about
themselves
• Influenced
by
what
others
think,
• A
bit
impulsive.
• Seems
to
enjoy
the
process
of
interac;ng

16. How
to
Handle
Conversa;onalist
• Be
social
and
friendly
with
them,
building
the
rela;onship
• Listen
to
them
talk
about
their
ideas
• Make
sugges;ons
to
build
on
their
ideas
• Don’t
spend
much
;me
on
the
details

17. The
Planner
• This
individual
is
prepared
with
their
data
and
has
their
checklist
to
make
sure
they
do
not
forget
anything.
• Even
tempered
• Can
be
seen
as
sol
spoken
• Asks
ques;ons
but
not
too
analy;cal
• Avoids
conflict
• Needs
to
feel
good
about
decision
• Takes
their
;me

18. How
To
Handle
Planner
•
•
•
•
•
•
Be
genuinely
interest
in
them
as
a
person
Give
them
;me
to
adjust
to
change
Clearly
define
goals
for
them
Recognize
and
appreciate
their
achievements
Avoid
hurry
and
pressure
Present
new
ideas
carefully

19. The
Calculator
•
•
•
•
Analy;cal
Methodical
Detail
Oriented
Must
weigh
all
facts
before
making
decision
• Likes
Logical
order

20. How
To
Handle
Calculator
Be
prepared.
Don't
ad-­‐lib
with
them
Be
logical,
accurate
and
use
clear
data
Show
how
things
fit
into
the
bigger
picture
Be
specific
in
disagreement
and
focus
on
the
facts
• Be
pa;ent,
persistent
and
diploma;c
•
•
•
•

22. Follow
up
on
Results
• If
they
hit,
reinforce
behavior
• If
they
did
not
hit,
Find
out
what
behavior
was
that
stopped
them
from
achieving.

23. Disciplining
•
•
•
•
•
•
Be
clear
on
expecta;ons
Be
clear
on
what
has
happened
Focus
on
behavior
not
on
person
Keep
it
short
Be
clear
on
next
steps
if
they
do
not
comply
Let
them
know
THEY
put
you
in
this
posi;on

24. Summary
• People
receive
communica;on
differently
• By
understanding
communica;on
styles
you
will
have
more
success
of
teaching
s;cking
• Easier
to
follow
up
in
no
confusion
to
begin
with

25.
– Office:
732.450.8200
– Email:
glenn@pcgmailer.com
– @sidebysidecoach
– www.glennpasch.com

27. Thanks