Introduction / ForewordI have run many meetings. Sadly, my first few meetings were complete and utterdisasters. My team was sleep walking through them, and often the most criticalplans were forgotten at the moment they walked out of the hall.In the hurry to get back to my room, and savor some of the fare on the IdiotBox, I would miss out on some of the most crucial opportunities to build rapportwith my team. Somehow, it took me quite a while to accept that the meetingwas more than me standing up and delivering a monologue in as passionate apitch as I possibly could!This note is aimed at helping you reach that level of nirvana faster than I did. Itis not meant to be prescriptive, it is pitched in the ‘Would you like to consider’space.The MOC meeting is one of the most critical aspects of a sales manager’s job.Given that there is only one window you get in the MOC, where you have thecaptive attention of your entire team, it makes great sense to plan it down toevery minute.It is also, the only time in the cycle that the entire team gets together. Theymeet, exchange stories, check-in on each other’s lives. They tell stories; they liketo have some fun. The new additions to the team are quizzed, maybe ragged abit too.In the next few pages, I will make an attempt to share with you my experiencesof having run many such meetings, the blunders I made, and the wisdom Igained. For, over time I have come to have sat in on many meetings and beenable to tell why some worked and some did not. A lot of us run good meetings,but some of us run meetings that are 100X better than other meetings! I havehad the joy of sitting in on some of those meetings too…I hope you find this note interesting, and above all stimulating. If each of youwho read this note sign on to what I call the CANI! Philosophy (Pronounced Can– I?), your teams will discover the power of great MOC meetings and it will beginto show in your quality of execution.Cheers and Happy Meeting…
PreparationWhat you carry with you to the meeting is vital. You can’t have a situation whereyou need something in the meeting and you don’t have it.The essential data that you need in your meeting should be the following: 1. Sales growth data – By RS / TSI / Geography 2. Share data – By State / Channel Type 3. FCS 4. ECO and Coverage Data 5. Infrastructure Database updated for last MOC 6. Key Activities Review by Territory vs. Action Standard 7. Strategic Activities Review by Territory vs. Action Standard 8. Work Plans of all your team members 9. AVI Scores 10. Channel Growth data 11. Pop-Strata Growth data 12. Growth Plan Sheets for Next MOC – All the targets for your team 13. Returns Checklist (Owned by the Steno) 14. Branch Requirements (Surveys / Formats / Letters etc.) 15. MOC PresentationNow this is second nature to all of us. What often makes the difference is theMOC Presentation. That was the one element in all the great meetings that Ihave attended. The Presentation incorporated a theme, was exciting, inspired avision and that was translated into actions in the course of the day.Putting your meeting’s agenda into a presentation ensures that you think aheadof the meeting. That you cover everything in the meeting and that you have adocumented record of everything you discussed in the meeting. It also helps tokeep the team engrossed and not get lost in the agenda of the day.It is an excellent practice to have all the targets for all the key packs of the MOCmailed to your team before the meeting itself. That allows them time to soak upthe task ahead and come prepared to the meeting.In a survey, a team rated a particular sales manager as the worst they had everworked with. Upon being queried further the reason they gave was thefollowing: “Our meetings would go on till 12:00 in the night, and even then wewould not be clear on how we were going to do the numbers”. A hallmark of agood meeting is that it accomplishes all it set out to do, and that it ends on time.
The Meeting ‘A task well begun is a task half done’! – AnonymousStart on time. Get your team used to a routine. Don’t keep the team waiting fora straggler. Put the agenda for the day up on the screen at the start of themeeting. That gives the team a road map for the day. They will arrange theirdata, their files etc. around the direction that you give them. The day’s agendacould look like this:Time Module Description9:00 The day starts with a safety discussion. The Safety Discussion & – theme / story are revealed and the day’s Agenda9:15 main objectives are discussed. All KPIs are reviewed for the just completed9:15 cycle – Growth / QOC / FCS / Eco / Depth / Growth Review of – Infrastructure. This is a whole team review, Previous MOC10:15 where those who did not deliver are taken to task. Spend time on the growth agenda. A small quick celebration of the10:15 achievements in the just completed MOC. – Prize Distribution Small tokens of acknowledgement such as11:00 books / rolling trophy may be presented.11:00 – Tea break11:15 A detailed discussion of all the key plans and OPS for the next MOC. This is concluded with11:15 Discussion of Growth a chart that summarizes the MUST DO – Plans for next MOC activities with targets and the necessary 1:15 granularity. It is focused on growth opportunities in the area.1:15 – Lunch1:45 A small game to get the energy pumping1:45 after a heavy meal! Any training game may – Post Lunch Energizer be used for this. The team leader should2:00 moderate, and use some team behavior to make the case for some course correction. A detailed review of coverage and the2:00 compliance of current infrastructure to the – Infrastructure Review EDGE norms by RS. To be done territory3:00 wise with the help of the Cluster TSO.
A detailed review of the % RSSM achieving3:00 their FCS along with a clear action plan to – RSSM Review remove bottom boxers. To be done territory4:00 wise with the help of the CE4:00 – Tea Break4:15 The Leader makes a presentation on an area where his team can improve. He might also4:15 DAP Review / focus on a particular competency / skill – Development Session where his team is the weakest. He may also4:45 ask 6 members of his team to give a 5 minute talk on their progress on their DAPs The leader asks his team if there is any4:45 burning issue that they need his intervention – Tour Planning on. He thus is able to travel by objective and5:00 demonstrate visible leadership to his team. The R&R program prizes are give out. The5:00 leader talks about people who he would like – Team Celebration to recognize. A cake is cut for the people5:15 who celebrated their birthdays / anniversaries. Claims that have been rejected / need5:15 clarification are returned to the TSO. These – Issue Resolution are then either corrected or rejected.5:30 Disputes between TSO secondary and the BIW report are resolved and closed. The most critical hour of the day! The key tasks (no more than 5) are hammered5:30 through again. The growth story is – The Send Off completed. The leader rallies the team to the6:30 task of the cycle and everyone leaves the meeting on a high. The leader may screen a movie that has motivational cues / competency linkages etc.6:30 He may also play some team games that – Movie / Team Games build team morale. This time may also be8:30 used to have a team get-together over drinks and snacks.8:30 – Dinner9:30
The Growth ReviewThe MOC is over. Some folk would have grown, others would have declined.Some folk would have done their QOC and some would have come up short. Themost effective review if one that leaves both sets of people itching to deliver inthe next MOC. This is easier said than done.But this simple principle might help.Review long enough to make it linger, short enough to ensure it doesnot fester.This works well if you are firm and fair. The last thing you need is for your teamto believe you have favorites who get way with murder. As long as you areconsistent, your team after a point is able to anticipate your response to some ofthe usual requests that come in on revision of targets / base corrections and thelike.Be particularly harsh on individuals where a pathetic lack of focus or effort isevident: A TSO who has not grown 2 MOCs in a row. Or a TSO who delivers 15%ECO on a new launch pack, or then someone who has had the same 6 bottomboxers in FCS for the last 3 cycles.The review has been successful if the team is clear on the process of review, andthe parameters. Your review critically influences the performance culture of theteam.It might seem trivial, but in the final analysis your team warms up to your styleof leadership. On a random visit to a RS point, an ASCM entered the office whilethe TSO was briefing the RSSM team. The TSI was saying – ‘If you got to 99%of your target, the stretch to 100% was nothing given your experience! 99% isnot good enough on this team’. Those were the same words that the ASCM haduttered at the MOC meeting only a few days ago.In a feedback session, one AE wrote on his ASCM; ‘On more than one occasionyou have completely wrecked my self esteem’. Another TSO wrote, ‘Yourconstant use of foul language and the threat of sacking are extremely frustratingfor me’. Obviously the leader was missing a trick or two.So choose your words carefully, for you are often quoted, and your behavior ismirrored by every other member of the team.
The Discussion of PlansYou are the boss. Don’t forget that for a moment! You are running the meeting,and you are responsible to keep the discussion focused on growth, delivery andexecution. Your job is to get the weakest link in your team to pace with thesharpest one.There really is only one way to do this if you want to get it right 100% everytime. Do it yourself!The best leaders carry all their targets to their meetings. The whole blue print todeliver the MOC and growth has been conceived in their minds. They then breakthem into simple actionable tasks that everyone in the team can understand andexecute. In doing so, they also make the task appear easier than it actually is!This also saves valuable time and ensures that time is not wasted debatingtargets and bases. These discussions are non-productive and there is alwaysnegative energy created in the team when such dirty linen is washed in public.Your planning of the growth and deltas is what the team looks forward to. If youare able to display the clarity of thought and get them to focus their energy onthe main deliverables they will respect you.A simple 5 minute exercise will reveal the kind of clarity you leave your teamwith at the end of the meeting. Ask your team to write down the top 5 activitiesof the MOC on a scrap of paper and collect it as they leave the hall. If they putdown the same ones you had in mind, you have done a great job.One leader had this amazing clarity that he managed to cascade to his team. Avisiting brand manager was shocked to see ECO of a new launch in the first TDPat 70% in the metro! On asking how this had been achieved, the TSO said, ‘It’sone of the 5 things that are 100% under my control, and if I do not do, I don’thave the courage to go to my MOC meeting’. The difference between a goodteam and an average one is easiest told through performances in the launch of anew pack. Clearly, this sales manager was leading a top performing team.Such clarity simplifies life at the front line, and actually liberates the field. Itmakes their job less frustration because their energies are focused and they aredetermined to make a difference.
The Rest of the DayWhen your meeting finishes, your meeting begins. That’s so true. At the close ofthe meeting take a close look at the body language of your team. At once youwill notice a couple of people whose shoulders have already begun to drop!And this is moments after your motivational spiel on ambitious growth and chestthumping to bring the meeting to a rousing close.The great leaders sense this, like a hawk sights it prey from way up in the sky.They seek these people out and have that corridor chat with them. They askthem what the problem is. They get them talking. They LISTEN.One of the area’s star TSOs was looking rather upset at the end of a meetingdespite having won an award in the meeting. The ASCM sensed the angst andcalled him aside to inquire what the problem was. It turned out that he wasupset because the ASCM had not taken his hints that they should visit his houseto see his new born baby (which was close to the beat they were working) andthen not visited in the evening, but just spent the evening in his hotel room!Very often, the hardest part is to get real feedback from your team. The in-betweens in the meeting are probably the best place for you to get the informalpulse of the team.Make the meeting count for you to get some one on one time with each of theguys. Even if it is just for that fleeting 30 seconds where you ask how his lastMOC was and give him a pat on the back.Each member of your team is motivated / energized in a different manner. Thefaster you realize and accept that, the better leader you will be.Good sales managers are able to be consistent, firm and get a majority of theirteams up and running at full steam. The really great sales managers are theones that have every single person on their team at a 100%!And they do this by customizing their leadership style to each person on theteam. They win their teams over one person at a time.Over a drink a BLT asked his trainer how many ASCMs he had worked under.Having been in the company for over 25 years he had seen many managers. ‘18’- was the reply. The BLT was under instructions to ask at least 100 questionsevery day, so he was keen to get another two done for the day. ‘So who did youlike working for and why?’
“Mr. X was the best there ever was. He would always be there for anyone introuble. His team was like his family. There was this time when some local goonshad threatened his TSI. He was down overnight and personally traveled with hisTSI’s family to get them to safety”“Mr. Y was also wonderful with my family. I still remember the day when hevisited my market after the birth of my first child. He had carried a set of silverbangles for my daughter all the way from Mumbai”There was a TSO who had the misfortune of being the parcel in one of thesepassing the parcel games that often play out in branches. How often have youheard a colleague walk over to you and say ‘He is great TSO, you must takehim!’ After 4 sales areas in less than 18 months he was at his tether’s end. Hehad his resignation written out as he reported to his 4th boss in less than a year.Sitting in the meeting he began to feel a little weird. There was lots of applause,there was a movie in the evening and no one was asked for copious paperwork.So he didn’t turn in his resignation. As he articulated it later – ‘The meeting wasso strange and different, that he decided to stick around to see some moretamasha!’You can image the lump in the ASCM’s throat when at his farewell; the guy inquestion came and gave him the resignation letter dated for that day with ashort note at the bottom that read – “Boss, one meeting of yours saved mycareer. Thanks”Win each of your team members over, one at a time. Show them you care, thatyou will walk that extra mile with them, side by side, as equals. Be there in thetrenches scrapping for that share from competition. Celebrate that 20% growthMOC with great gusto.It is often these small things that make a world of difference. There areopportunities to add to our team’s momentum all around us, in every break ofthe meeting, in every interaction. As leaders of our teams we need to makeeveryone of them count. And there is no better time than at the MOC meeting.Pour your heart into the meeting and your MOC will be a cake walk. For as onewise sales manager once said; “If you master the art of the MOC meeting, youcan be on leave for the rest of the cycle and your team will not even notice!” _The End_
MOC Meeting ThemesThese are some suggestions for MOC meeting themes. Some are dated, but theyare more to inspire than to be used as is! The idea of a theme is to make it morethan just a MOC meeting, to show the team a bigger picture or a story fromwhich they can learn a trick or two. It also makes it interesting and it broadenstheir horizons.By creating a theme you have a lever in their minds and the team over a periodof time starts to relate to all historical meetings by the theme. It also makes yourmeeting an event that they look forward to and anticipate a new theme everytime!It obviously means more effort on your part, but the stickiness makes it wellworth the effort. In some branches ASCMs take it in turn develop completetheme packages that are then shared across the branch to ensure that thoseshort on time have access to a theme too! A wonderful example of sharing sothat everyone is better off!