This is an overview of a webinar sponsored by the EcSell Institute and LucidEra. It focuses on the 6 Pillars of Sales Productivity and the importance of measurement to sales success in this difficult economy.
Part of your perks for attending the 2014 Summit in Denver was to get first access to the deliverables from the Crowdsourcing session led by Joe Galvin. Read the 12 Best Practices You Can Start Using Today .
Learn how to go beyond the limitations of sales management and embrace the full potential of visionary sales leadership through this insightful presentation by Deb Brown, a nationally recognized Sales Effectiveness Expert.
Pursuit of World-Class Performance (Miller Heiman)SAVO
Watch this presentation for an analysis of the 2014 Miller Heiman Sales Best Practice Study and highlight the strategic issues facing sales leaders. Learn the three core behaviors and 12 sales activities that drive world-class sales performance.
This is an overview of a webinar sponsored by the EcSell Institute and LucidEra. It focuses on the 6 Pillars of Sales Productivity and the importance of measurement to sales success in this difficult economy.
Part of your perks for attending the 2014 Summit in Denver was to get first access to the deliverables from the Crowdsourcing session led by Joe Galvin. Read the 12 Best Practices You Can Start Using Today .
Learn how to go beyond the limitations of sales management and embrace the full potential of visionary sales leadership through this insightful presentation by Deb Brown, a nationally recognized Sales Effectiveness Expert.
Pursuit of World-Class Performance (Miller Heiman)SAVO
Watch this presentation for an analysis of the 2014 Miller Heiman Sales Best Practice Study and highlight the strategic issues facing sales leaders. Learn the three core behaviors and 12 sales activities that drive world-class sales performance.
Sales Leadership In Lean Economic Times Ernie Young
Many organizations have been in a befuddled panic in this recessed market, but the secret to business survival and growth has not changed. The stakes for ignoring it, however, are much higher now. I gave this presentation to an invited business audience at The Russ Berrie Institute for Professional Sales at William Paterson University, Wayne, NJ, 8/4/2009.
The first in a series of sales leadership presentations. This presentation discusses the importance of a sales process and what a sales process really is.
Sales best practice study 2010 customized for sfdc atl user group briefingSalesXecution
A briefing given to the Atlanta Salesforce.com User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.
Before you can build a sales management function in your organization, you first have to understand what successful sales management looks like so you do not make some of the classic mistakes most companies make. This is an overview of what great sales management looks like.
The new VP Sales has the opportunity and responsibility to achieve aggressive growth targets, and make a deep impact on company-wide culture. That’s why we’ve hand-picked these 25 sales books (in no particular order) from the best in the field and organized them into the 5 key responsibilities of the new sales executive.
Research and feedback has indicated that Solution Providers want to become better leaders and managers, especially as they transform into cloud and online services. Managing costs, sales effectiveness, and execution are more critical in a cloud focused practice than the traditional on premise business model. This session was crafted to support accelerated leadership within the Solution Provider community:
• Sales Manager’s guideline to optimize sales meetings
• First time sales management training tips
• How to manage your sales manager!
• Leadership vs management-know the difference
• Utilizing emotional intelligence to help guide your sales team
• What ratio managers are measuring now
• 5 ideas to increase the sales professionalism of your team
http://www.ingrammicrocloud.com
The stock market plunged on both Friday and Monday, made gains on Tuesday and Thursday, and they were sandwiched around another loss on Wednesday. It's the proverbial roller coaster and that sounds very similar to sales performance, doesn't it?
We know why the market goes up and down - in hindsight - but we can never predict when. Do we know why sales performance bounces up and down? Here are my primary reasons for inconsistent sales performance:
Leaders who often have essential skills of leader and essential qualities of a leader are great leaders. There are few crucial skills of leadership that are also essential elements of leadership. To get a detailed note visit, https://www.yatharthmarketing.com/essential-skills-of-leadership/
The Sales & Marketing Loop explores how to make use of big data to drive revenue growth through: (1) Aligning sales and marketing teams, (2) Hyper-personalisation and automation of marketing, (3) Monitoring leads and (4) Converting leads. Sponsored by Forfront, CANDDi and Miller Heiman.
How To Quickly Attract High Value Clients And Create A Group Coaching ProgramKenny Goodman
In this presentation Kenny Goodman reveals his Client Accelerator Formula so you can attract high value clients and leverage your service delivery so you can create more freedom from your business.
Changing Sales Force Behavior To Achieve High PerformanceAmitai Givertz
Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003
How to Qualify, Score and Nurture Leads for Optimal ROIReadyTalk
B2B buyers have a growing tendency and capacity to research their purchase decisions online long before they engage with Sales. As marketers, we now need to assess which leads are ready to engage, and which are still in the independent research phase. By sending leads to Sales too early, we jeopardize the deal by scaring them off, therefore putting our marketing dollars and company revenues at great risk.
So, how do you know when your leads are ready to engage, and how do you nurture those that aren't there yet?
Both of these questions and more will be answered during this 60-minute webinar, which will cover lead qualification, scoring and nurturing strategies for optimal lead generation ROI. We will also highlight MarketingSherpa's FUEL methodology for B2B marketing effectiveness from lead generation to sales conversion.
Sales Leadership In Lean Economic Times Ernie Young
Many organizations have been in a befuddled panic in this recessed market, but the secret to business survival and growth has not changed. The stakes for ignoring it, however, are much higher now. I gave this presentation to an invited business audience at The Russ Berrie Institute for Professional Sales at William Paterson University, Wayne, NJ, 8/4/2009.
The first in a series of sales leadership presentations. This presentation discusses the importance of a sales process and what a sales process really is.
Sales best practice study 2010 customized for sfdc atl user group briefingSalesXecution
A briefing given to the Atlanta Salesforce.com User group meeting July 28th 2010 - on Miller Heiman's 2010 Sales Performance Study - How to be successful in any economy.
Before you can build a sales management function in your organization, you first have to understand what successful sales management looks like so you do not make some of the classic mistakes most companies make. This is an overview of what great sales management looks like.
The new VP Sales has the opportunity and responsibility to achieve aggressive growth targets, and make a deep impact on company-wide culture. That’s why we’ve hand-picked these 25 sales books (in no particular order) from the best in the field and organized them into the 5 key responsibilities of the new sales executive.
Research and feedback has indicated that Solution Providers want to become better leaders and managers, especially as they transform into cloud and online services. Managing costs, sales effectiveness, and execution are more critical in a cloud focused practice than the traditional on premise business model. This session was crafted to support accelerated leadership within the Solution Provider community:
• Sales Manager’s guideline to optimize sales meetings
• First time sales management training tips
• How to manage your sales manager!
• Leadership vs management-know the difference
• Utilizing emotional intelligence to help guide your sales team
• What ratio managers are measuring now
• 5 ideas to increase the sales professionalism of your team
http://www.ingrammicrocloud.com
The stock market plunged on both Friday and Monday, made gains on Tuesday and Thursday, and they were sandwiched around another loss on Wednesday. It's the proverbial roller coaster and that sounds very similar to sales performance, doesn't it?
We know why the market goes up and down - in hindsight - but we can never predict when. Do we know why sales performance bounces up and down? Here are my primary reasons for inconsistent sales performance:
Leaders who often have essential skills of leader and essential qualities of a leader are great leaders. There are few crucial skills of leadership that are also essential elements of leadership. To get a detailed note visit, https://www.yatharthmarketing.com/essential-skills-of-leadership/
The Sales & Marketing Loop explores how to make use of big data to drive revenue growth through: (1) Aligning sales and marketing teams, (2) Hyper-personalisation and automation of marketing, (3) Monitoring leads and (4) Converting leads. Sponsored by Forfront, CANDDi and Miller Heiman.
How To Quickly Attract High Value Clients And Create A Group Coaching ProgramKenny Goodman
In this presentation Kenny Goodman reveals his Client Accelerator Formula so you can attract high value clients and leverage your service delivery so you can create more freedom from your business.
Changing Sales Force Behavior To Achieve High PerformanceAmitai Givertz
Slides from an AMG Executive Briefing that revisits "Changing Sales Force Behavior to Achieve High Performance" originally published by Accenture in September, 2003
How to Qualify, Score and Nurture Leads for Optimal ROIReadyTalk
B2B buyers have a growing tendency and capacity to research their purchase decisions online long before they engage with Sales. As marketers, we now need to assess which leads are ready to engage, and which are still in the independent research phase. By sending leads to Sales too early, we jeopardize the deal by scaring them off, therefore putting our marketing dollars and company revenues at great risk.
So, how do you know when your leads are ready to engage, and how do you nurture those that aren't there yet?
Both of these questions and more will be answered during this 60-minute webinar, which will cover lead qualification, scoring and nurturing strategies for optimal lead generation ROI. We will also highlight MarketingSherpa's FUEL methodology for B2B marketing effectiveness from lead generation to sales conversion.
Understanding customers is a fundamental activity of professional Product Management. There are many ways of gathering research that will help develop this understanding and this "Briefly Explained" presentation provides context to the What, Why and When of these different methods.
+100 EXTRA Guerilla marketing examples (part 2)Total Identity
"+ 100 EXTRA guerrilla marketing examples" was made in reaction to the success on- and offline of the first presentation (over 30k views!). These are 100 extra examples of the best guerrilla marketing examples I could find rated according to my own rating system. I invite everybody to send me their favorites! I am still working on the card game which will be published within two months.
Bowery Capital - Guide To Startup Sales ToolsNic Poulos
Bowery Capital is a VC based in NYC & SF investing in early-stage business software startups. We accelerate our portfolio companies' growth by focusing squarely on support around early customer acquisition. We've helped many B2B startups build & scale sales teams and know that sometimes you need the right tools to win. So we thought it would be helpful to aggregate some of our team's & founders' learnings around early-stage sales tools that work. We hope startups will find this resulting guide to be helpful and encourage everyone to reach out via Twitter, LinkedIn or email with any feedback so we can update & improve it over time!
Pitch of two hours: Working in sales consultancy, working plan for Q4 and Q1 2017. Sales Management Strategy for an Internation Digital Innovation Company
The presentation is design to provide answer to the very basic question "What is Business Analysis?", it is designed to guide the professionals who want to enter into BA profession or have started working as BA's.
This template will help you codify your customer success strategy. You can read the blog post and download the template here: http://blog.preact.com/customer-success-strategy-template
From customer success metrics to the customer journey, and from the customers' critical path to your customer success team, this template enables you to present your vision to your executive team.
Companies struggle today to create the experiences their Marketing say they do. It boils down to Culture and the consistent behaviours of all employees across all levels of management. Here's my presentation from the Africa HR Summit.
What comes to mind when you think of culture?
We see a direct correlation between Performance and the health of your Leadership, Culture and Strategy. In turn, maybe you’ve
heard that culture eats strategy for breakfast - the saying attributed to Peter Drucker. But strategy and culture should be interacting with and reinforcing each other, not just running
alongside each other!
What comes to mind when you think of culture?
We see a direct correlation between Performance and the health of your Leadership, Culture and Strategy. In turn, maybe you’ve
heard that culture eats strategy for breakfast
- the saying attributed to Peter Drucker. But strategy and culture should be interacting with and reinforcing each other, not just running alongside each other!
Find out more at https://leadershiphq.com.au/
“Culture” was named the most popular word of the year in 2014 by Merriam-Webster. It has since become one of the most important words in corporate boardrooms, a hot topic in general and smokin’ hot in internal audit circles. But why? And why now?
Our session will focus on answering these questions to help us understand how we got to this point and where we go from here. In addition, we will discuss these questions about organizational culture:
- What is Culture?
- What is Our REAL Culture?
- What is Our Desired Culture?
- How do We Turn Our Desired Culture into Reality?
Strong Core Values are the cornerstone of successful Organizations. At Open-i Advisors we guide companies through uncovering their corporate values and leveraging them for everything from hiring and employee onboarding to sales and marketing.
Madinah institute Webinar 'The Wisdom Chronicles - Competing to Win' A book...Dr. Ted Marra
Here is a Webinar which provides further insight into my book, 'The Wisdom Chronicles: Competing to Win'. If you look at the slides in 'notes' format, you will see some of the comments I made as well. Enjoy.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
Sustainability is not a concept; it’s a strategic imperative. To be competitive sustainability must be woven throughout your business beginning with your strategy, leveraging your human resources and optimizing your business processes. Sustainability = profitability.
Aligning Your Brand Promise with Your Internal Audiences to Improve Employee ...Vignette
Workshop:
How To Align Your Brand Promise With Your Internal Audiences, Increase Growth, And Improve Consumer Satisfaction
Description:
Mike Lepis, Creative Director and Principal of Vignette recently led the following workshop for internal communications professionals. Connect your brand to your employees and work on a strategic campaign of your own. Vignette has successfully helped clients develop strategies, programs, and tools to overcome brand challenges and help companies develop long-term plans of success.
Mike led workshop attendees through the tools & techniques Vignette uses to align company brand promises with their internal audiences, including:
* Identify your audiences—what motivates them, how to do they consume internal content, and where are the key opportunities
* Produce engaging content that connects your brand message to your internal audiences
* Illustrate your brand values through elements of story, message, and design
* Create a plan to measure ROI around the challenging area of internal communications
Similar to Master's certificate in sales management day 1 (march 2016) (20)
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. Nick’s Bio - Highlights
Career:
ComputerLand Canada
◦ 8 Years in Sales and Sales Management
◦ Director of Marketing
Softchoice Corporation
◦ VP of Sales
◦ VP of Marketing
◦ SVP of HR
◦ SVP of Business Development
CultureByBrand
Personal:
Volunteering
◦ Led teams to Ghana, Rwanda, Bali,
Sri Lanka, Kenya, Uganda and
Guatemala
◦ Board Member for The Strongest
Oak
Fitness
◦ Master’s Swim Club member for 22
years
◦ Club President
Married with one daughter
3. Agenda
Today – Strategy!
Context
Learn a framework for leading strategy and differentiation
discussions
How a strong Purpose can inspire action and differentiation
The role that Sales Leaders have in building healthy workplace
cultures
How to set up the strategic planning cycle for more successful sales
outcomes
Tomorrow: The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic
4. Two ways to drive company financials:
Decrease
Costs
Increase
Revenue
8. What is Your Unique Advantage?
How meaningful and clear is
Your Why?
How well does Your culture*
Support Your Brand and Strategy?
*How we do things around here
Are Your Leadership Behaviours
aligned with the Desired Culture?
What Systems get in the way
of Your performance?
How Effective are You at
Achieving Desired Outcomes?
Integrated
Aligned
Strategy
Purpose
Culture
Leadership
Performance
Systems
Execution
10. Do you have a Strategy?
Are you growing
faster than your
competition?
Perform an
Archeological Dig
Congratulations!
Keep Going!
Hire a Strategy
consultant
Focus on
Execution if
Strategy seems
right
Do you have
a clear focus?
Yes
Yes
No
No
12. Examples
Dell (circa 1990)
◦ Cut out the Middleman
◦ Low Cost
◦ Just in Time Manufacturing
Apple
◦ Beautiful design
◦ Revamp ecosystems
◦ Fun, Utility
Tim Horton’s
◦ Soup and Sandwiches
◦ Always Fresh coffee
◦ Homestyle lunches
13. What is your Strategy?
What is unique about what you offer?
Is there a unique focus that your company has?
Are your resources and processes aligned to enable your strategy?
17. Time to Practice
(strategycanvas.org)
Pick one of your companies
Inform the Group
What do you do?
Who are your customers?
What makes you different
Create the Factors of Competition for your industry
Plot your company on the Strategy Canvas
Plot at least one competitor
Pick a presenter
Time: 45 minutes
20. Four Actions Framework
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
21. Four Actions Framework
(Southwest Airlines)
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
Speed
Friendly Service
Seat Selection,
Lounges, Meals,
Frequent Flyer
23. Next Steps
Take the Time to do this exercise for your company – it is worth it!
24. Strategy AND Execution
95% of employees cannot
articulate their company’s strategy
2/3 of IT and HR initiatives do not
support corporate strategy
Strategy is not cascaded to
Marketing, Sales, etc.
Differentiated
Strategy
ExecutionC M
26. Did You Notice?
This morning we talked a lot about WHAT you do:
Price
Delivery
Features
Support
Services
But, we haven’t talked much about WHY you do it!
27. “People don’t buy what you do,
They buy why you do it”
Start with Why
28. Why you do it
can be more compelling and more
of a differentiator than any of the
specific things you do.
30. 1. Learn how sales drives the Culture of an organization
2. Recognize Culture as a competitive advantage
3. Commit to 2 actions from dialogue today to help you
strengthen your organizational culture.
Our goals for this topic
30
33. What is your 1-degree shift?
THE WHY
& WHAT
HOW WE DO
THINGS
GETTING IT
DONE!
34. Why is Culture important?
-Peter Drucker, Management & Strategy Guru
35. Opening exercise - Brands you LOVE?
Purpose:
Explore GREAT brands you LOVE (or don’t!) and WHY
Process (Groups of 4):
1. Brainstorm brands/companies you love (consumer or business brands)
2. Choose one you all (mostly) agree with….
3. WHY– what is it the people/brand DO/SAY to make that happen?
4. What is link between BRAND & CULTURE/VALUES?
Timing:
5 minutes
35
36. Brands we love are purposeful about
their VALUES & cultures they create
Ten Tenets of Culture:
1. Culture of learning
2. Culture of trust
3. Culture of interdependency
4. Culture of integrity
5. Culture of transparency
6. Culture of loyalty
7. Culture of respect
8. Culture of belonging and oneness
9. Culture of caring
10. Culture of fun
37. Definition of Values
Values - A shorthand method
of describing our individual
and collective motivations and
what is important to us.
Values can be positive
or potentially limiting.
Positive Values: trust,
creativity, passion, honesty,
integrity, clarity
Potentially Limiting Values:
power, blame, greed, being
liked
41. Drivers of Decisions?
Purpose:
Explore key drivers of a recent important decision you have made
Process:
In pairs:
1. Think about an important/tougher decision you have made in past 30 days (personal
or at work)
2. What were the KEY DRIVERS, VALUES behind that decision?
3. Share decision & drivers with your partner
4. Be prepared to share 1 example/story with large group
Timing:
5 minutes – small group discussion
5 minutes – present back a couple examples
41
42. Maslow’s Needs to Barrett’s Consciousness
Needs Consciousness
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
44. YOUR PERSONAL VALUES?
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
46. Barrett’s CVA (Culture Values assessment) – 3 Dimensions
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Cultural Entropy:
Current Culture
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
47. Company Example #1 – Higher Entropy,Weaker Culture
profit 171 1(O)
safety 171 1(O)
cost reduction (L) 164 1(O)
confusion (L) 122 3(O)
results orientation 96 3(O)
customer satisfaction 95 2(O)
bureaucracy (L) 92 3(O)
productivity 91 3(O)
teamwork 87 4(R)
blame (L) 86 2(R)
customer satisfaction 211 2(O)
accountability 169 4(R)
teamwork 131 4(R)
quality 130 3(O)
continuous improvement 119 4(O)
customer collaboration 103 6(O)
employee engagement 97 5(O)
employee recognition 90 2(R)
efficiency 88 3(O)
coaching/ mentoring 87 6(R)
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 2
PV - DC 1
Cultural Entropy:
Current Culture
29%
accountability 162 4(R)
honesty 161 5(I)
family 125 2(R)
respect 119 2(R)
positive attitude 103 5(I)
humour/ fun 101 5(I)
continuous learning 99 4(I)
leadership 98 6(I)
pride 97 3(I)
trust 94 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
48. Company Example #2 – Lower Entropy, Strong Culture
customer satisfaction 53 2(O)
brand image 48 3(O)
employee engagement 37 5(O)
employee recognition 37 2(R)
results orientation 33 3(O)
cost reduction (L) 32 1(O)
teamwork 32 4(R)
accountability 31 4(R)
continuous improvement 29 4(O)
environmental awareness 27 6(S)
teamwork 54 4(R)
accountability 44 4(R)
employee engagement 38 5(O)
continuous improvement 36 4(O)
customer satisfaction 36 2(O)
coaching/ mentoring 34 6(R)
cross group collaboration 32 6(O)
continuous learning 28 4(O)
employee recognition 27 2(R)
adaptability 25 4(I)
information sharing 25 4(O)
leadership development 25 6(O)
Values Plot October 7, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 1
CC - DC 6
PV - DC 2
Cultural Entropy:
Current Culture
14%
accountability 65 4(R)
positive attitude 50 5(I)
commitment 35 5(I)
continuous learning 35 4(I)
family 34 2(R)
honesty 34 5(I)
respect 34 2(R)
integrity 33 5(I)
humour/ fun 32 5(I)
trust 30 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
49. Current State Culture Desired State Culture
• 10 key themes/descriptors of
our CURRENT culture?
• How many/which ones are
potentially limiting?
• 10 themes/descriptors of our
DESIRED culture?
• What are 3-5 key themes?
• What do you feel is the #1
theme to “move on” in the
next 12 months? Why?
Your Organization/Team Culture:
A Framework
50. Core Values & “Coachable” Behaviours –
Example
Pursue
your
Potential
Deliver
on
Customer
promises
Listen &
Connect
Cross group
collaboration
What it looks like:
• Mistakes are Ok
but Learn!
• Dare to Dream
• Plan for Failure
• Learn & Grow
What it looks like:
• Be a true
partner
• Be clear on
expectations
• Customize
solutions
• Customer
driven in all we
do
What it looks like:
• Connecting to
others views
• Acknowledging
differences
• 2 way
communication
• Putting yourself
in others shoes
What it looks like:
• Team=beyond
silos
• Align
expectations
• “Share the ball”
• Leverage
Strengths
• Share credit
What it is not:
• Playing Safe
• Repeated Failure
• Living in the Past
• “We Tried that
Before”
What it is not:
• “Handcuffs”
• Internal before
Customer
metrics
• “That’s the way
it’s always been “
What it is not:
• Being self-
centred
• Non-caring
• Being
condescending
• Interrupting
someone
What it is not:
• Pointing Fingers
• Silos
• Throwing People
under the bus
• Going Rogue
Own the
Solution
What it looks like:
• Picking up the
Garbage
• Do what you
Say
• Find a remedy
vs a fault
• Bear the
Consequences
What it is not:
• Blaming others
• Letting others
off the hook
• “Not My Job”
52. JUST WHEN THE GATES CLOSE,
THIS IS HOW THE TRAFFIC LOOKS.
When I was in India in 2015:
53. DRIVERS START OCCUPYING THE
FAR LANE AS WELL WITH UTTER
DISRESPECT TO TRAFFIC RULES.
After a while…
54. 3 Unwanted Culture Impacts:
People choose one of three tactics if you don’t manage the worst
behaviour:
1. Engage in the same bad behaviour - the Aggressive approach
“Why should I obey the rules if there are no consequences?”
2. Disengage – become a Passive disengaged employee
“Why should I make any extra effort – only the people that break the rules are
getting ahead.”
3. Become Passive/Aggressive about the bad behaviour
“I will go out of my way to avoid working with any of the people who are
breaking the rules.”
55. 1. Create values that resonate (avoid “motherhood & apple pie!) and
support strategy
2. Craft specific “coachable behaviours” that support the values
3. Be highly intentional and use values day – to –day to coach,
recognize, shape culture
4. Integrate values into performance reviews & have a variable
compensation piece to reinforce them
5. Conduct leadership assessments, development that integrate with
values (strategic leadership development)
What is 1 best practice from above you want to activate?
5 Culture/Values best practices
55
56. Action Plan
What are 2
things you can
take away/apply
from today?
Who can you
share it with to
help activate?
57. What is your Culture?
Is it Unique?
What are your Company’s Values?
What Behaviours do you manage?
When Sales People are destructive to your culture what do you do?
58. What did we learn?
How does your culture help you to differentiate?
61. Marketing – often a big gap!
The Marketing View
“Having Sales People is a strategic choice. We spend money
on sales people because it is the best way to get our
message to market. The number of sales people and the
role they play is a choice related to strategy!”
62. •Revenue Growth
•SGA as % or
RevenueKPI
•Cost of Customer
Acquisition
•Business MixKPI
•Sales % of Plan
•Growth Rate
•Sales Comp as % of
Revenue
KPI
•Customer
Retention
•Customer
Satisfaction
KPI
Planning
Strategic
Plan
Marketing
Plan
Sales Plan
Customer
Plan
Vision
Overall Business View
3-5 Year Horizon
Financial Goals
Company Structure
Leverage
Investment
Market-Centric
- 1 Year Horizon
What Segments?
What Offers?
What Competition?
Differentiation
Marketing Spend
Execution-Centric
- 1 Year Horizon
Territories
Coverage
Sales Comp
Business Mix
Biz plan for each market
Customer-Based
- Quarterly or Annually
Customer Value Proposition
Growth Goals
Objectives
64. Marketing Strategy
What are
we Selling?
• Products
• Services
• Mix and Lifecycle
• Portfolio Analysis
Who do
we sell it
to?
• By Product
• By Segment
• By Geography
• By Channel
Value
Proposition
• Pricing Strategy
• Margin Objectives
• Angel Customers
• Demon Customers
How do we
Sell it?
• Sales Force
• Social Media Plan
• Website
• Advertising
65. Glancing Back and Forward
Today – Strategy!
Context
Learn a framework for leading strategy and differentiation
discussions
How a strong Purpose can inspire action and differentiation
The role that Sales Leaders have in building healthy workplace
cultures
How to set up the strategic planning cycle for more successful sales
outcomes
The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic