Avon Sales Leadership Development Contact 4 · product categories, prospecting daily, conducting training contacts, attending meetings, using a planner and completing online courses

Avon Sales Leadership

Development Contact 4

Gaining Momentum with Your Team How to energize your team

Instructional Aid

February 2011

Development Contact 4: Gaining Momentum with Your Team Instructional Aid

Sales Leadership Development Contact 4 Overview

General

This is the globally approved Instructional Aid for Development Contact 4—Gaining Momentum with Your Team: How to energize your team. This contact is designed to strengthen the confidence and influencing skills of Sales Leaders as they work with their new, existing and aspiring top-performing Representatives. Development Contact 4 will ensure that the actions required to gain momentum and meet the Sales Leader’s desired title and earnings level are achieved through a focus on the following objectives:

Learn how to develop and influence others through recognition, duplication and communication

Learn how to conduct meetings including an Avon Opportunity Meeting (AOM)

Learn to conduct Training Contact 4 The content flow and images of this booklet are designed to generate interactive discussions with the Sales Leader, from the start of the contact to the goal-setting process. The contact will help the Sales Leader understand how to add energy and build momentum with her teams by focusing her interactions on the specific activities that will influence and inspire the Downline members to improve their overall performance.

Exercises (marked by a pencil icon ) are built into the material to reinforce learning and check understanding of the topics. This is to ensure a clear understanding of what skills are needed for the Sales Leader to develop a successful Downline.

The Sales Leader who invests time in Development Contact 4 is more likely interested in attaining Advanced Unit Leader (AUL) or higher. As such, the Upline/District Sales Manager (DSM) must be prepared to invest the required time to support the realization of the Sales Leader’s goals and dreams. By the time of the Development Contact 4, the Sales Leader will have received an estimated 14 to 15 weeks of training that includes field observations and coaching support. It is now time for the Sales Leader to demonstrate and transfer her new learning to her high-potential Downline members. The preferred training method is one-on-one due to the personal performance assessment, review of the reports and the planning needed for title advancement. Each participant needs to understand exactly what she must do in the next 30 days.

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The Development Contact 4 Booklet follows the same 4 simple steps as

defined by the PATD guidelines. Key points to share on each page are either bulleted or highlighted to help guide the conversation and action steps. The chart below outlines the 4 steps and the estimated time required to complete the Training Contact. The Upline/DSM will schedule a field practice and observation session 1 to 2 weeks following Development Contact 4 to model, observe and coach the Sales Leader on Training Contact 4 and observe her conducting a meeting.

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Development Contact 4 Timing: Within 2 to 4 weeks after D3 field observation. Field Observation 4: (See details on page 29.) Within 2 weeks after Development Contact 4.

Steps Gaining Momentum with your Team Objectives Duration

1 Opening Discussion

Welcome and review personal/team achievements and Dreams and Goals

Discuss business results toward title advancement

Answer questions. Gain commitment to title advancement

Pages 20 minutes 2–5

Review skills learned in D1 to D3 and recognize accomplishments

2 Explain or Demonstrate New Topic

Introduce the skills of duplication, communication, planning and conducting team meetings Share 10 tips to enhance presentations, types and elements of meetings, preparing a meeting and share example of agenda for a meeting

40

minutes Pages 6–17

Discuss benefits and reasons for AOMs, how to motivate team with recognition and set up T4 field observation

3 Discuss 1 or 2 Products

Page 20 minutes

Select 1 or 2 products to teach Downline how to sell for retention and to increase teams’ overall sales volume 18

4 Set Goals and Targets

Demonstrate how to use reports to energize and set goals with Downline Identify Sales Leader Candidates to set advancement targets and for follow-up Review winning strategy for continued growth, calendar planning and congratulations from Andrea Jung

Pages 19–24

40 minutes

Mark your calendar with important dates/events. Schedule 90-Day Business Planning Session

Total Time Target: 90–120 minutes (one-on-one)


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Preparation Checklist

Materials

Upline/DSM Brings Development Contact 4 Booklet—Gaining Momentum with Your Team

Dream/Goal Take Away card from AT1

Copies of Leadership Performance and Sales Report and Title Advancements, Title Demotions and Titles at Risk Report (in case Representative doesn’t have the reports)

One or two current brochure key products President’s Recognition Program book Future Training Dates Date(s) for next AOM Pens/pencils Calculator D4 Flow Card Activities - from booklet in case Sales Leader forgets her D4 Booklet. Upline can

print off Beauty of Knowledge (BOK) site, and DSMs can print off the Sales Management Online (SMO).

Sales Leader brings: o Development Contact 4 Booklet o Most current Leadership Candidate Report and Changes to Title for

Downline Representative Report o Personal Planner/Calendar

Pre-Contact Preparation 5 minutes

Review Sales Leader’s accomplishments and performance to understand the actions and level of support needed to achieve immediate success:

o If she’s done well, prepare to congratulate her specific behaviors that have contributed to her success. Look for early signs of a successful Leader that you can use to instill confidence.

o Examples of Leader’s behaviors: She has her calendar mapped with PATD activities, services 20+ Customers, she’s selling from a variety of product categories, prospecting daily, conducting training contacts, attending meetings, using a planner and completing online courses.

Prior to conducting Development Contact 4, be ready with proposed or scheduled dates for other important activities:

o Field Coaching Observation o Training Contact 4 o AOM o Sales Meeting

Training Environment (Customizable)

Choose a location that’s quiet and comfortable with sufficient space to use the materials. Work space should allow for interaction and for you to be able to obtain agreements on best practices using reports and for product demos.

Suggested training locations:

- Home dining room or kitchen - Coffee Shop - Avon office/training room - Community room


Step 1: Opening/Introduction creating & building a

relationship Discussion

Front Cover

Gaining Momentum with Your Team: How to energize your team

“Hello, (Name), I am very excited to be with you today to share in your fourth Development Contact.” [Use the information you noted from prior contacts to continue building rapport with the Sales Leader. Offer a sincere compliment on business accomplishments and bridge to the topic to be discussed.] Example: “Congratulations, (Name), you have added XX new Representatives to your team. Today, we will discuss how you can keep them energized and performing well into the future.” “(Name), you have been working hard for the last XX months to build your business, so tell me how are you feeling about the progress you have made?” [Wait for a response.]

Transition

“Great. Today, we will discuss how you can increase the momentum of your team and keep them engaged in the business. Are you ready?”

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Development Contact 4 Overview and Benefits of Development Contact 4

“Our focus today will be on how you can develop and influence your Downline using a variety of recognition methods. We will also discuss the importance of duplication, and I will share some best practices to help strengthen your communication skills.” “Another important part of this contact is to discuss how you can use meetings to keep your team energized. We will also schedule your next field practice and observation before we end our session.” [Review the Table of Contents] “Here’s a fun fact about one of Avon’s proudest accomplishments. Did you know that Avon scientists create nearly 1,000 products every year, and their innovative efforts have resulted in numerous technology breakthroughs?”

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Transition

“In fact, Avon is the first company to use anti-aging technology in the mass market.” “Let’s take a moment to update your progress and accomplishments.”

Page 3

You’re doing what others only dare to dream.

“(Name), when you live life on your terms, you will reach new heights of personal achievement and create a future of financial security. You are now a part of an amazing Avon community of successful Leaders.” “Tell me about some of your personal and team achievements since we last met?” [Complete the activity on this page. Give instructions and direct her to complete answers in the spaces provided. Wait for a response, and comment appropriately.] “What progress have you made toward your personal and team dreams and goals?” [Wait for a response, and comment or encourage.] “Today, we will discuss several topics that will help you move to [Unit Leader (UL) or AUL]. But first read the testimonial below from a Representative who achieved AUL. How do you think you will feel when you achieve AUL?”

Transition

“Great. So let’s take a closer look at the progress you have made in your business.”

Page 4

You’ve achieved a new level of personal success in Sales Leadership. Compare current performance to the requirements of target title. Note: Reference D1 (page 9) Sales Leadership performance requirements, if needed.

“You have achieved a new level of personal success in Sales Leadership. My goal today is to help you fine-tune your business results and strengthen your team’s performance.” “So, based on all that you have learned and done since you started as a Sales Leader, what are some of your proudest accomplishments, and why?” [Wait for a response.]

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Possible accomplishments: Earned Believe in Your

Success Bonus Title achievement Downline member

advanced title Tracking President’s Club Earned local or company

incentive Personal accomplishment Note: Pull information from the Sales Leader’s report.

“Congratulations, you have accomplished a lot, and you are developing the skills of a successful Leader.” “Your title target was to achieve (target title) by (target campaign). Let’s compare your performance to the requirements, and then we can determine what we must do together to get you there.” Instructions: “Write your target title and the date you want to achieve it. Then in the boxes indicated, write down the ‘Requirements’ of your target title followed by your actual achievements.” [Let the Sales Leader complete the exercise on this page. When she gets to the “Estimated Earnings” section, this will help show the potential increase in earnings when the Sales Leader achieves her target title. For estimated earnings of “target title,”

estimate how much the Sales Leader will earn when she achieves the minimum group sales requirements of her target title. This will be equal to “earnings from projected personal sales + earnings from minimum group sales required of the target title or average group sales of the target title.” For simplification purposes, assume as well that all the sales of the team members meet the minimum sales requirement to earn.

For estimated earnings from the Sales

Leader’s “last campaign results,” estimate how much the Sales Leader had earned based on her last campaign performance. This will be equal to “earnings from product sales + earnings from group sales.” Although actual data may be ideal, the Sales Leader’s recollection of her sales and earnings can also be used for the purpose of this exercise.]


[Allow time for Sales Leader to answer. Discuss

and acknowledge areas of accomplishment. Encourage Sales Leader to concentrate on areas that are within or close to the requirement of her target title.] “Now let’s discuss what activities you have done to get to this performance level, and let’s see how else I can support you to ensure that you achieve your target title within the time you have planned.” [Ask the question: “Which activities have you conducted to build your team as it relates to Prospecting, Appointing, Training and Development Contacts?” Allow time for Sales Leader to respond, and use this opportunity to share strategies that will help the Sales Leader achieve target title.] “Great. Your business is off to a Believe in Your Success!” [Note: At this point if the Sales Leader is still eligible for the Believe in Your Success program, discuss progress, rewards or opportunity to maximize. Use the Believe in Your Success Flyer.] “As you reflect on all that you have learned and your experiences from your Downline Training and Development Contacts, what can I do to further support your development?” [Wait for a response, ask clarifying questions, record her answers and share how you can provide support.]

Transition

“Now that we have reviewed your business, let’s focus on what you need to do to increase your team’s momentum.”

Page 5

Be “Delighted” with your progress! Review the key learnings from the prior three Development Contacts.

“Over the last XX months, you have invested quality time into the development of your personal and business skills. At this point, let’s review all your learnings from your Development Contacts, and let’s discuss how your learning has helped you achieve success.” “What is your most important learning from

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Development Contact 1?”

“In Development Contact 1, which of these topics made the greatest impact on where you are today, and why?” [Listen to the response, and make appropriate comments.] “In D2, we focused on influencing your team. We spent a lot of time on the 5 winning behaviors, and you learned how to conduct Training Contact 2, which is the most important connection to your new Representatives.” “How did D2 help you with your business?” [Listen to the response, and make appropriate comments.] “We have recently discussed D3; you learned how to identify and develop top-potential sellers and Sales Leaders and how to coach them.” “What impact did it have on the way you develop your team?” “How would you summarize what you have learned from your three Development Contacts?” [Listen to the response, and make appropriate comments.]

Transition

“Because you have completed D1, D2 and D3, I am convinced that you are ready to take your business to the next level. So let’s do it.”

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Step 2

Explain or Demonstrate the topics and practice or check

to ensure understanding Discussion

Page 6

Duplicate yourself and multiply your success! Link prior experiences and learnings to what the Sales Leader must do with at least two others for AUL attainment.

“What comes to mind when you hear the statement ‘duplicate yourself?’ ” [Wait for a response, restate the response and show understanding. Bridge to …] “Duplication is when you inspire and train others to do what you do. In Network Marketing, duplication is the surest way to achieve unlimited financial rewards from your Downline success.” “When you model strong PATD selling skills, help with their dreams/goals and reinforce positive behaviors clearly, your team will respond with increased sales performance.”

“In previous sessions, you learned the basic skills that are important for you as a Leader. Tell me about an important learning from our previous contacts that you have started practicing.” [Wait for a response.] “The skills that you have learned and are practicing now are the skills you will want to duplicate with your Downline. They are setting personal and team goals, selling and serving Customers, practicing PATD and showing your Sales Leaders/Candidates how to coach their Downline.” “Today, we will focus on the other skills you will want to duplicate with your Downline such as:

Plan your time wisely. Ways to regularly communicate with your

growing team. How to use meetings to communicate

and stay connected to your team. Ways you can recognize and energize

your top performers.” “Tell me what type of recognition do you enjoy the most, and why?”


[Wait for a response, respond and show

understanding.] “When you practice these skills every day and then teach a few others to practice them with you, you will be developing the behaviors of our Senior Executive Unit Leaders (SEULs).” “The minimum group sales of a SEUL are $40,000 per campaign, with an average number of 1st Generation Downlines of 140.” “Do you remember what the average SEUL earnings are? We covered this in D1.” [Wait for a response, congratulate if she gets it right or share that the average annual earnings are $137,000 plus the earnings from product sales.]

Transition

“To find those high-potential Sales Leaders to duplicate your skills with, you must develop strong communication skills.”

Page 7

Importance of Communication Share the rules for good communication and the methods to communicate to a team.

“Strong communication is vital to building relationships and energizing your team. It is the best way to keep them focused on their dreams and goals. The 3 rules for good communication are:

1. You must be certain about what you want to communicate to your Downline or an individual.

2. Plan to deliver your message briefly. 3. Check to make sure the message has

been clearly and correctly understood. Can you think of someone you have worked with who has strong communication skills?” [Wait for a response, restate and show understanding.] “The good news is that there are several ways that you can communicate with your Downline. Avon’s preferred way is face-to-face contact—whether conducted one-on-one or in a group.

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We have found that it enhances relationships faster and more consistently than the others. An example of group face-to-face contact is a Sales Meeting. It’s a great way to share information about products and training topics that apply to your entire team.” “Your personal Avon Web office is an excellent way to use e-mail to connect with your team. And many of our Sales Leaders are using text messaging and instant messaging to stay in contact with their busy team members.” “Which of these methods do you currently use?” [Wait for a response; reflect on one of the methods that you have worked with successfully when communicating to a small group.] “Telephones can also offer you a terrific way to work with your team. You can also use three-way conferencing to work with two of your new Representatives at the same time or you can encourage your new Sales Leader to invite her new Recruits to join you on the phone at the same time to hear about the latest incentive with three-way group conferencing.” “Many of our Sales Leaders use newsletters and eCards when they have special messages or information to share with their team.” [Have them refer to page 7 for additional methods of communication that they can use.] “Have you experienced any of these methods?” [Wait for a response, and show understanding.] “Which of these communication methods will work best for you and your team? Why?” [Wait for a response, and comment appropriately.] [Complete the activity on this page.] “Write your answers in the space provided on page 7.”


“To learn more about communicating with your

Downline complete the BOK course “Communicating with Your Downline”

Transition

“Remember to communicate weekly with all of your Sales Leaders and once a campaign with every Representative. Let’s talk a bit more about meetings.”

Page 8

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Planning and conducting team meetings. Explain team meetings as another form of communicating and energizing your team. Possible responses: Learned new information Learned how to do

something new Inspired to achieve more The way the audience

reacted Because of the

entertainment Emotional connection

“Team meetings are an effective method to communicate with your team. With a little planning and creativity, they can be informative and inspiring. Think of the most memorable meeting you have attended and tell my why it made an impact on you?” [Wait for a response, and comment appropriately.] “Write your answers on page 8.” “A vital part of a successful meeting is to prepare yourself and how you will present to your audience. With preparation, meetings can be one of your most effective ways to inspire your team.”

Transition

“Let me share with you ways to conduct a high-impact meeting.”

Page 9

How to conduct High-Impact meetings. Share how the 10 tips will increase confidence and improve results when using meetings as a method of communicating.

“The best presenters use the following 10 suggestions to assure they achieve success with meetings whether they are large or small gatherings.” 1. “Be appropriately attired: Plan to dress one

level better than your audience. For example, if you expect your team to come to a Saturday morning meeting, they may be more casual due to the typical weekend activities. Therefore, it’s recommended that you wear a business casual outfit. Your attire should clearly distinguish you as the Leader.

2. Prepare a focused agenda. Allow time to

study the content. Your audience will expect you to be knowledgeable.


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Possible responses: A short testimonial on why

they joined Avon Ask someone who is

comfortable with a business tool to share how to use it, e.g., Avon Web office

Ask a new President’s Club member to share how she achieved success

Possible responses: A featured product A specific brochure Flyer of an incentive Flip chart Computer screen using

PowerPoint or DVD Handout

3. As you prepare your agenda and select the content to be shared, pretend that you are in the audience, and make a list of the anticipated questions and objections. Determine in advance the best way to respond.

4. Make a list of people you can partner with

for key segments of the meeting. Asking your Upline or DSM to present the features and benefits of a new product or asking a Downline member to share how she earned her Believe in Your Success Bonus are great ways to add energy. Using a variety of speakers will hold the attention of the participants longer.”

“Who else can you partner with to share a key segment?” [Wait for a response, and comment appropriately.] “Great. Those are all terrific ways to keep your meetings fun and interesting. The next tip is to... 5. Practice your presentation in front of

someone if possible. If no one is available, then practice in front of a mirror.

6. It’s important to know your audience. Match

the topics to be discussed to the needs of the audience. An example of this would be talking to existing Representatives about earning the Believe in Your Success Bonus when it’s only available to new Representatives.

7. Visual aids will peak the interest of your

participants and add energy.” “What type of visual aids can you think of that would be effective to use?” [Wait for a response, and comment appropriately.] 8. Speak with passion and confidence,

especially when introducing a new topic.


Possible responses: Ask open-ended questions Ask multiple choice

questions that apply to the topics

Ask to raise their hands to respond to a question

Partner with the person next to them to do an exercise or activity

Ask them to take notes Ask to summarize what

they just learned Ask them to share how they will use the new information.

Your passion will determine how the participants respond.

9. Always maintain eye contact with your audience. Use your eyes to connect with everyone, and acknowledge those in the front, as well as in the back of the room with your eyes if you are not able to converse with them. This will let them know that you care that they are present.

10. Plan opportunities to engage your audience

in the discussions. “What are things you can do to get the audience engaged in the presentation?” “Always plan a strong call to action with specific plans to follow up with each of your attendees.”

Transition

“Now that we have discussed how to enhance your presentation skills, we will cover the two most common types of meetings.”

Page 10

Types of meetings Introduce the two most common types of meetings that Sales Leaders conduct: Information Meetings Decision-Making Meetings

“The two most common types of meetings that Sales Leaders conduct are Information Meetings or Decision-Making Meetings. The purpose of an Information Meeting is to share topics that will educate and energize your team. Some of the options are: To introduce or launch a new product To highlight a sales program or incentive To share information and news that pertains

to Sales Leaders or President’s Recognition Program members

To discuss a specific business builder like a new demonstration product or sales aid

To energize and to get your top performers

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engaged and have them recognized


Possible responses:

Sales Meetings Avon Rallies Sales Leadership

Conferences Downline team meeting President’s Club

Celebrations

Can you think of a recent meeting you attended that would fall into this category?” [Wait for a response, and respond appropriately.] “Decision-Making Meetings are used to create plans or to address and solve problems or concerns of Downline members. These are important for retention and to assure growth. A few examples of Decision-Making Meetings are: To improve team’s sales or recruiting

performance To encourage title advancements To develop plans for the campaign, quarter or

year To create plans to earn a specific incentive or

recognition program To conduct a 90-day Business Planning

Session “Have you participated in any of these types of meetings?” [Wait for a response, and respond appropriately.] “Which one of the meetings do you think your team would benefit from in the next 30 days, and why?” [Wait for a response, and respond appropriately.] “Great. Remember that some meetings can be a combination of an Information Meeting and Decision-Making Meeting. It’s important to always include recognition in your meeting. The fun part is you get to decide which format will be best for your team.”

Transition

“Next, take a look at the elements that will help you get organized for the meeting.”

Page 11

Elements of a Meeting: Introduce the elements that will help to determine which of the two meetings is appropriate to use.

“(Name), earlier you said that you wanted to conduct a ____________ meeting. Now let’s review the elements of both meetings to determine if that is the best meeting based on what you want to accomplish with your team.”

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“First, determine if you want to share some important information with your team or do you want to create plans for improvement such as growth or retention? Once you are clear on your outcome, then you can use this list to plan the meeting.” [Explain the table at the top of page 11. Ask questions after every (2) or so elements so the discussion is interactive, e.g., “Why do you think this point is important?” and wait for a response.] “Now think of the last meeting you attended. Which of these descriptions best describe that meeting, and why?” [Wait for a response, and respond appropriately.] “Great, and thanks for sharing. Remember, when planning your meetings, you can meet at your home or office, a Downline member’s home or office, restaurant, coffee shop or a park on a sunny day.” “Once you have determined the type of meeting to conduct and what you want the outcome to be, the next step is to prepare for the meeting.” “You will become more comfortable conducting meetings over time—it gets easier each meeting when you follow these 7 tips: 1. Develop clear objectives and agenda. 2. Decide how much time will be required.

Respect your team’s time. 3. Select the time and place. 4. Identify and invite attendees ahead of time.

Confirm partners and roles. 5. Organize your materials, equipment,

handouts, visual aids, etc. 6. Determine your budget. 7. Contact and confirm attendees 2 to 3

days before.” “The outcome of any meeting starts with planning and preparation. Your ability to conduct effective meetings starts with a clear and concise agenda.”


“Be sure you complete the BOK courses How to

Conduct Effective Meetings and Accelerating Success Through Meetings.”

Transition

“To help you with your first meeting, we have a simple example of a meeting agenda that you can use with your Downline.”

Page 12

Sample Agenda Share example of an agenda that combines both meeting types: Information and Decision Making.

[Share sample agenda and answer questions. Ask how comfortable she would be conducting meetings with her Downline.] “Conducting effective meetings can inspire and improve the performance of your team. You will want to create an effective agenda to ensure a successful outcome.”

Transition

“The Avon Opportunity Meeting or AOM is one of the most important meetings conducted by successful Sales Leaders.”

Page 13

Avon Opportunity Meetings Review the reason AOMs impact the business and help her identify who in her Downline she can partner with to schedule her next AOM with your support.

“Partnering with me and your high-potential Downline members to conduct AOMs regularly is one of the best ways to accelerate your business growth.” “AOMs promote the benefits of Sales Leadership with your Downline, and they allow you to share the Avon Earning Opportunity with prospects from outside Avon at the same time. The top 3 reasons Sales Leaders conduct AOMs are to: 1. Accelerate earnings—when you invite a group of prospects to hear about the Avon Earning Opportunity, you can convert 2 to 3 out of 10 to join Avon. Imagine the amount of time it would take to share Avon with 10 individuals vs. explaining it once in a group setting. 2. When you partner with your rising Sales Leaders to conduct AOMs, you can help them advance to UL faster, which means your title will advance faster as well.” [Give an example of a Sales Leader whose Downline, group sales and Sales Leadership earnings grew because of AOMs.]

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“Did this explanation of an AOM’s impact on

accelerating your earnings make sense?” [Wait for a response, and answer concerns and questions.] 3. Using AOMs is a great way to set high expectations for success with prospects and your Downline. And they allow you to be a role model for your team. By partnering with them, they can observe you conducting the AOM, and soon you can get them involved with presenting the information. Before long, they will be conducting the AOMs alone.” “Can you imagine the impact of your Downline being able to conduct their own AOMs with their Downline?” [Wait for a response.] “I will demonstrate for you and your team how to present and conduct an AOM. Do you think that you and at least 3 people in your Downline could fill the seats? Whom on your team can you partner with to schedule your first AOM?” [Pause and help the Sales Leader identify 3 to 5 people from her Downline that she will partner with. They should be her potential Sales Leaders. Agree on the date and location and record on the back of the D4 Booklet. Set goal: Invite 10 to 20 with an expectation to get 5 to10 attendees.] “Write their names on page 13.”

Transition

“(Name), I’m excited that we will be conducting your first AOM together. That will give you time to invite a lot of prospects.”

Page 14

Your tomorrow is always bright when you inspire your team. Explain the importance of recognition to energize, retain and inspire team members.

“Avon’s incredible earnings opportunity and recognition programs are designed to motivate both you and your team.” “Recognition is the best way to keep your team’s momentum high. The following are simple but powerful suggestions that can be used with your Downline.”

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1. Acknowledge their names at the beginning and end of your meetings. Find ways to call them by name during the meeting. This will show that you care about them and that you appreciate their presence. 2. Either a brief call, e-mail, eCard, instant message or text message to thank them for a job well done in the last campaign is always a good idea. Be specific so that they understand what they did. For example, you could say: “Hello, Carol. I know you are busy, but I had to call and congratulate you on your $500 C-14 order. You serviced 34 Customers, which was 6 more than last campaign. You are getting your business off to a Believe in Your Success —thanks. Let me know if I can help you in any way. See you Monday at the Sales Meeting.” “(Name), how comfortable would you be if Carol wasn’t home, and you have to leave a voice mail instead?” [Wait for a response.] “Great, because you will get a lot of voice messages. Don’t hang up until you have left a recognition message.” [E-mail and text messages are great tools, but ask your team’s permission, especially for texting because of the associated expense.] 3. Giving small gifts like a new demo product for milestone accomplishments can lift spirits and bring attention to actions you want repeated. 4. Treating your team members to a local coffee shop or for lunch to celebrate a success is a good way to recognize performance and to celebrate. “(Name), please read Thelma’s testimonial on how she achieved her dream.” [Allow Sales Leader to read testimonial.] “How are you going to feel when you attain your dream of XXXXX?”


Transition

[Read Tip.] “What gets recognized gets repeated!”

Page 15

Celebrate your Downline’s Success. Encourage the Sales Leader to think about ways to celebrate and energize her team. Possible responses: (In addition to what’s listed) New Representatives… Conducting first AOM Recruiting another

Representative Four consecutive on-time

orders

“You will discover many ways to recognize and celebrate the successes of your team.” “Take a minute to review this list. It shows the 4 categories that your Downline will fall into for recognition.” “Review the list below and add one or two more behaviors that are worthy of recognition.” [Allow Sales Leader to expand the list.] 1. “With New Representatives, focus on early successes. Look for the small milestones and shower them with praise and encouragement. Sales aids like prospecting flyers, samples and brochures are good ways to recognize their performance.”

First 100 Customers Established Representatives… Conducting a successful

fund-raiser Selling the most of a new

product Largest campaign sales Bringing prospects to a

Sales Meeting Largest sales increase vs.

prior year Sales Leaders Candidates… New Recruit Bringing prospects to AOM Earning Believe in Your

Success Bonus Sales Leaders… Increasing Customer base Increasing Representative

base Most Unit Sales in a

campaign

2. “Established Representatives also need to be recognized for milestone achievements. Many will be working other jobs or have additional responsibilities and could use encouragement. Look for ways to surprise them with recognition.”

Most Recruits in 30 days

3. “Your Sales Leader Candidates will need a lot of guidance. They will be learning to sell, share and show others how to do business. At times it will feel overwhelming. Encouraging words from you could be just what they need to continue forging ahead.” 4. “Sales Leaders are your most value business partner. When you invest in the development of Sales Leaders, you will significantly increase both sales and earnings for you and your Sales Leaders.”

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Transition

“Celebrating the successes of your Downline is one of the most rewarding parts of our business, and again, you get to decide what’s best for your team.”

Pages 16–17

Explore your team’s full potential by conducting Training Contact 4. Set up the field observation for Training Contact 4.

“Exploring your team’s full potential starts with the Training Contacts. You have learned how to conduct Training Contacts 1, 2 and 3. Next, we will work on Training Contact 4, which is designed to help you maintain your team’s performance and again, sell the benefits of joining Sales Leadership. These contacts will help you identify the potential Sales Leaders out of your group.” “Like the other contacts, Training Contact 4 follows the same 4-step process, and we will cover the steps when we are out doing your field observation.” “Who in your Downline is ready for Training Contact 4?” [Wait for a response, and discuss the best date for the field observation, and record date, time and location on the back of the D4 Booklet.]

Transition

“The more people you approach, the more likely you are to find interested prospects and the more quickly you can build your team.”

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Step 3 Discuss 1 or 2 Products Discussion

Page 18

Avon Products: Use them, Love them, Share them Discuss how to use products to increase the overall sales performance of your Downline. Teach how important the role the Sales Leader plays in attaining the next sales volume requirement.

“When you select key products to set specific sales targets with your Downline members every campaign, you will keep them engaged and active in the business.” “At every opportunity and especially at meetings, choose a few products to focus on, discuss how many of the products they can sell, show the earnings potential and connect the results of the earnings to their dreams. Ask them or challenge them to sell a specific number of those products and recognize the top one or two who accepts the challenge.” “Use what you learned from D2 to D3 to focus your Downline on the potential sales and earnings of selling just even one additional product from the hundreds that Avon offers.” “On page 18, you have several thought starters on ideas you can use to increase your team’s overall sales performance.” “You can share the features and benefits of a product from the brochure. You can demonstrate and let your team experience a product, and you can set specific targets by experience levels.” [Have them review the thought starters on page 18.] “What questions do you have about the important role you play in meeting your total group sales requirement to advance your title?” [Wait for a response, and respond appropriately.]

Transition

“You are probably wondering how will you know whom to select for these special product challenges. Well, we have great reports to help you identify the Representatives for development.”

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Step 4 Set Goals and Targets Discussion

Page 19

How to use reports to energize your team. Show the Sales Leader how to read these important reports: Leadership Performance

and Sales Report Title Advancements, Title

Demotions and Titles at Risk

“Reports make it easy to identify opportunities for improvement for you and your team.” “The Leadership Performance and Sales Report is very important to your success as a Leader.” “It will help you track how your team is performing both in sales and as a team. It will show you your stars, as well as those who need additional support and encouragement.” “What questions do you have regarding these reports?” [Wait for questions, and respond. If there are no questions, probe for clarity and understanding. Make sure the Sales Leader understands each report and the impact it will make on her business.] [Probing example: As you point to the section on number of appointments, you could say…] “It’s important to understand that appointing new Representatives and reinstating former Representatives are two terrific ways to increase your business unit every campaign.” “One of the most important things to remember is to prospect daily so that your total additions exceed your removals every campaign for continuous growth.” “By the time you achieve AUL, your report will truly be exciting. You will have many Candidates who will be contributing to your business growth and to your earnings.” [Check for learning and commitment to report before moving to the next one.]


“The next report, Title Advancements, Title

Demotions and Titles at Risk, shows the status of your team whether they are at risk of losing their title, or close to advancing in title. It also confirms who achieved a new title that campaign.” “This is an exciting report that you will want to review often to capture your team’s milestones and to identify development and coaching opportunities.” [Based on the Sales Leader’s results and the number of Downline members shown on her report, spend the appropriate time needed to discuss the three elements of the report.] “What would be some actions you could take with those that are listed in the Title at Risk section. Why?” “How can you help those that are close to achieving title get there in the next campaign?” “What forms of recognition and/or acknowledgments would be appropriate for those who have achieved title?” [Make sure Sales Leader understands how to access the reports.]

Transition

“The reports are your tools for retention and growth. Using the reports on a regular basis will allow you to stay connected with your Downline. The reports also provide you with real facts about your team’s performance.”

Page 20

The Fortune in Avon is in consistent Follow-Up! Complete the exercise using the Sales Leader’s reports to identify Downline members who need follow-up contacts.

“(Name), what comes to mind when you hear the fortune in Avon is in consistent follow-up?” [Wait for a response.] “Yes, you are right—your earnings will grow when you consistently follow up with your team.” “Let’s take a few minutes to review your Leadership Performance and Sales Report and select three Candidates who are showing promising signs of success.”

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Reference D3 (pages 6–7)

Look for winning behaviors: Orders each campaign Has 20 or more Customers Orders sales tools, such as

brochures, demos and samples

Submits and pays for orders on time

Attends training Look for winning attitudes: Wants to be their own boss Believes in the power of

the Avon Earning Opportunity

Willing to be coached and trained

Willing to invest time in their business

Enjoys helping others succeed

[Help the Sales Leader go through the report and highlight the Representatives she has identified.] “Why did you choose Candidate No. 1? What winning behaviors has she exhibited? Does she have a good attitude about her Avon business?” “Let’s take a look at your Candidates’ performance. Tell me, how is Candidate No. 1 performing toward the three requirements to achieve UL?” [Note: Reference D1 Booklet (page 9), e.g., personal sales, active Downline and total team sales.] [Continue the review of Candidate No. 2 and No. 3 conducting a similar review of the other Candidates in her list.] “Write their names and results on page 20.” “Great review, (Name). Which of these activities can you perform with these individuals to help them achieve or advance titles in the next two campaigns?” __ PATD Observations __ Development Contacts __ Meetings __ AOM __ Other

Transition

“Remember, monitoring and the follow-up with your team’s performance will lead to a solid business that you can depend on for years to come.”

Page 21

Your Winning Strategy for continued growth in Leadership. Explain the importance of balancing the responsibilities of Sales Leadership.

“You’ve done an amazing job of balancing the responsibilities of being a Sales Leader and a Top Seller.” “You are moving toward financial security, enhanced earnings and all of the other incredible benefits that come from taking charge of your life. Use this easy-to-follow plan to help you stay focused on your goals.”

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“When you complete these activities within the

next 48 hours, you will be creating momentum for the next campaign. Gaining momentum means that you are increasing your earnings potential.” [Review the list of actions on page 21, and commit to completing the actions in the next 48 hours.] “Thanks for your commitment to move your business forward.” “After you complete your 48 hours of activities, focus on the list of priority actions that are important for long-term success.” “Take a look at the list of priority actions. What questions do you have about these actions?” “Can you see how they will impact your business?” “Is there anything that would prevent you from completing these important actions over the next 30 days?” [Listen, and respond appropriately.]

Transition

“Now that you have learned all of the basic skills to become a successful Sales Leader, regularly practice your learnings and monitor your team’s performance.”

Page 22

Seize every opportunity to gain momentum. Remind Sales Leader of the important dates and events coming up that will help her business in the next 30 days.

“(Name), we have covered a lot of important information today. And you are so close to achieving your goal of AUL. It’s important that you use the next 30 days wisely.” “Let’s schedule (another or the first) AOM, which will help you identify more Sales Leaders. We can also schedule time to conduct your Training and Development Contacts, so you can reach your target group sales volume.” “Remember, to earn your title of AUL, your personal sales must exceed $300, you must encourage a minimum of 12 from your 1st generation to send in an order, and you must get two 1st generation ULs to meet these same requirements in the same campaign.”

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“When you and your two high-potential Leaders

do these activities all in the same campaign, magic will happen. And that magic is your earnings could double at the AUL level.”

Transition

“I am so proud of the progress you have made with your business. I want you to know that while you have completed your basic training, your support and encouragement will continue beyond today.”

Page 23

Avon’s support continues beyond today!

“Andrea Jung, our CEO, and I congratulate you on the completion of your Sales Leadership Development Contact program.” [Share Andrea Jung’s congratulations message.] “I will be here to support you through the 90-Day Business Planning Session. We will schedule this session after your field observation.”

Page 24

Mark your calendar! Share dates, time and location of upcoming events.

[Confirm the field observation date, time and location and remind the Sales Leader to bring her D4 Booklet with her.] [Refer to the reminder list at the bottom of the calendar; recommend one or two online courses that support gaining momentum.] “Call me with any questions you may have. Work hard over the next 30 days to change your life. You are doing it, and as an AUL, you will see the difference.” “Thanks for investing your time in your business. Dreams do come true at Avon, and they can for you too.”

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Next Steps for Trainer (Upline Sales Leader or DSM)

Follow-up Call the Sales Leader 2 to 3 days before actual field observation schedule to confirm time and place.

Congratulate progress as you see the Sales Leader Reports come in:

o Improvement in New Representative appointment and activity

o Improvement in activity of Representatives with no order or below minimum

o Any obvious improvement in any Key Performance Indicators

Field Coaching Timing: Within 2 weeks after the face-to-face Development Contact 4 session.

Participants:

o Coach – Upline or District Sales Manager

o Coachee – Sales Leader and 1 to 2 Downline members

Preparation:

o Coach – communicates all the needed preparation for the coaching session

o Sales Leader – prepares venue, communicates schedule with the Downline, reviews materials and prepares herself for the coaching session

Actual Coaching Activities:

o Conduct of Training Contact 4

In this field coaching, the Sales Leader conducts an actual Training Contact 4 and receives coaching from her Upline. This will serve two functions: Develop her Training Contact 4 skills and receive firsthand coaching from her Upline, which she can eventually duplicate with her own team.

o Develop PATD Skills of Downline

If a Sales Leader has a potential Sales Leader Candidate or Top Seller, she can schedule an actual coaching session with her Downline conducting selling or any PATD skills that she wants to develop.

Follow-up Schedule a 90-Business Planning Session with the Sales Leader after field observation to follow up on her progress.

Documents

Avon Sales Leadership Development Contact 4 · product categories, prospecting daily, conducting training contacts, attending meetings, using a planner and completing online courses