The document outlines a sales and marketing program focused on attracting, selecting, and retaining top sales talent. It emphasizes the importance of hiring practices, employee development, and team dynamics while detailing a structured interview process and predictive index tools for evaluating candidates. Key topics include creating action plans to improve sales effectiveness and understanding the psychological profiles of successful sales professionals.

1. Presented by: Jack McCarthy, Principal Revenue Leverage, LLC UMBC Erickson School Sales and Marketing Course April 20-23, 2010 The Art and Science of Attracting, Selecting, Developing and Retaining Great Sales Talent

2. Program Outline Establish a Plan for Talent Hiring Practices and Tools Developmental Opportunities Break-out Group / Experiential Learning Exercise Q and A

3. A Plan for Sales Talent Consider the cost of ineffective sales talent Talent as a priority…or not Making consistent investments in developing talent Reducing turnover or increasing top talent retention Managing underperforming talent Delegating occupancy to one person Sales as a Team sport Start today by reassessing your talent What is the plan?

4. Hiring Practices and Tools The three step process… Pre-Interview Questionnaire and Situational Analysis/Sales Action Plan Interview, interview…and interview some more Predictive Index

5. Pre-interview Questionnaire Purpose: Prepares interviewer by matching written words to verbal presentation, qualifying the lead up front, and matching skill and knowledge to the résumés. Measures what the PI does not. Skills & Knowledge Interests Literacy/Language Skill Behavior

6. Pre-interview Questionnaire Describe what you do in your current role. (Get specific answers) What is the typical day? (Really? How so? Tell me more?) What makes you passionate about selling senior living services? (Ask for examples) How are your results measured? (Ask for examples) What part of your current role is a challenge and how do you handle it? (Ask for specific examples) Tell me about how your job search is going. Do you think you a good fit for this job and why? (Line up skills with business needs) What is your ideal job? (Probe to how they see the future)

7. Sales Action Plan Quiz Purpose: identifies that the candidate understands what and how to sell, level of professionalism, and presentation, computer and written communication skills. Intelligence Application of Skill & Knowledge Reinforces experience and professionalism or not!

8. Sales Action Plan / Situational Analysis Instructions – Please develop a sales action plan based on the following scenario. Use the attached SMART goal form provided to communicate corrective measures that you recommend. Situation – 70 units of assisted living plus 20 units of memory care, open for 5 years. 85% occupied and never been higher. Department head team is stable with the 3 rd ED and 3 rd sales person since opening. Residents and families are happy. Generating 5 news leads a week with 8 hot, 189 warm and 243 cold leads. Three of the 4 competitors are full. Building, location and price are all favorable or even with the competition. Tour to move in ratio is 20% Lead to tour ratio is 50% Professional referrals are 25% of the new leads

9. S.M.A.R.T. Action Plan (specific, measurable, attainable, relative, time lined) Issue Action By Whom By When Goal

10. Interview, interview, interview… Purpose: A three tier interview process to help identify a persons consistency and reliability and sincerity in presenting their value add to the business. (The Blue File) Pre-screening interview Initial interview with the supervisor Interview with peer group Final interview with the supervisors supervisor

11. Predictive Index Index A Fact Based and Proven System to Support Your Business Goals

12. What is Predictive Index? In-house management tool that identifies human behaviors Enables managers to hire, manage and develop their people to peak productivity Effective team building tool Directly links behavior to results Inexpensive under $50 Easy to do – it takes 10 minutes do complete on line with the product back to you in another 10 minutes PI Checklist - simple, quick adjective list, 5 - 10 minutes to complete, 60 languages PRO Job Analysis - job specific behavior profiles

13. P.I. is a Measuring Tool Individual Potential BEHAVIORS/DRIVES MOTIVATING NEEDS APTITUDES/STYLES E X P E R I E N C E ATTITUDES & VALUES INTERESTS LITERACY & LANGUAGE PHYSICAL & HEALTH I NTELLIGENCE EDUCATION & TRAINING KNOWLEDGE SKILLS

14. Why Use P.I.? To get the “right” people on the bus The wrong people are costly and most times unhappy To deliver terrific financial results Test values and culture with those that “fit” best Retention and talent development of the best Managing Growth – identifies future leaders based on mission and vision Creates a Sales Team that is – agile, balanced, flexible, nimble, aligned, focused and motivated Coach/Mentor for alignment with goals Sales is an art but it’s also a science

15. PI is a simple measuring tool Objective Information that measure motivations and needs response to surroundings Four Basic Factors / all high or low A = Dominance and Drive B = Extroversion C = Patience D = Conformity to detail M = Stamina

16. Proven Standards for Success Studied over 100 of the most successful Executive Directors and Sales Professionals The common traits are… Leaders and sales people must have the “sales profile” They are all; dominant, extroverted, people-oriented, urgent and innovative.

17. The “Standard” for Top Performing Executive Directors and Sales Professionals

18. Low or High A Low A Cooperative, team player, service oriented; needs harmony and leadership. High A Independent, controlling, focus, initiative, risk taking; needs autonomy and power.

19. Low or High B Low B Private, reserved, direct, factual, serious; needs time to think, analyze, and be alone. High B Sociable, friendly, talkative, empathetic; needs people contact and opportunity for verbal communication .

20. Low or High C Low C Impatient, driving, intense; needs challenge, opportunity to work under pressure, variety. High C Steady, systematic, patient, methodical, easy going; needs stable work environment, freedom from changing priorities and time pressures.

21. Low D or High D Low D Flexible, adaptable, non-conformist; needs freedom from restrictive or controlling environment. High D Careful, thorough, conscientious, detail oriented; needs clear understanding of policies and procedures and regular affirmation of high quality work.

22. Comparison of Success vs. Unsuccessful Patterns for Executive Directors and Sales Unsuccessful Pattern Operational Pattern Successful Pattern Authoritative Management/Sales Pattern Pro-active, competitive drive to get things done, positive response to pressure Reactive, patient, tolerant of repetitive work, accommodating, process-oriented

23. P.I. is a legal, valid tool Satisfies EEOC Guidelines – Adverse Impact Studies: 1991- Gender, Race 1997-Age Construct Validity Studies, 1983, 1996, 1999. Over 300 Criterion Related Validity Studies

24. Break Out Group Exercise

25. Q and A