myinfo.sysco.commyinfo.sysco.com/Learning/content/Sysco… · Web view · 2011-01-31The Sysco™ Sales Leader PowerBooster series is a set of four programs divided into two,

Sysco Sales Leader PowerBooster Series

Techniques of World Class Managers

Part 1 Hiring and Leading a Powerhouse Team

PARTICIPANT

GUIDE

Sysco Sales Leader™ Power Boost Series Techniques of World Class Managers

About the PowerBooster SeriesAbout the PowerBooster SeriesThe Sysco™ Sales Leader PowerBooster series is a set of four programs divided into two, 2-hr. topics for delivery either alone as a quick skill enhancer in a team meeting, or as part of a complete series. Each session is full of engaging tips and tools designed to help DSM’s target exactly what’s needed to take their Marketing Associates to a level of maximum performance and productivity.

Recommended Order:

Techniques of World Class Managers

Hiring and Leading a Powerhouse Team

Influencing and Retaining the Best

Fatal Flaws Sales Managers Can Make

Confusing Communications and Ignoring Change

Unclear Goals and Time Management Death Traps

Managing in the Productive Selling Zone.

Twelve SUPER CHARGED Tools for maximizing productivity, problem solving, prospecting, performance and production!

Five “P’s” of Executive Sales Leadership

Cracking the Code on People and Processes

High Impact Programs, Performance Tools, and Product Knowledge

Copyright SYSCO™All rights reserved. It is a violation of the law to reproduce or utilize in any form or by any means, electronic or mechanical, including photocopying, recording, or by information storage and retrieval systems, without written permission from the copyright owner.

Sysco Sales Leader™ Power Boost SeriesTechniques of World Class Managers

Hiring and Leading a Powerhouse Team Hiring and Leading a Powerhouse Team

1 1

Course Objectives.....................................................................................2Marketing Associate vs. DSM....................................................................3Agenda.....................................................................................................4Why don’t we hire all 10's? …...................................................................5Success profiles........................................................................................6Competencies...........................................................................................9Where to look.........................................................................................10Reading resumes....................................................................................11Interviewing skills...................................................................................13Hiring- Action Plan..................................................................................15Impact of sales leadership style.............................................................16Situational Leadership............................................................................18Assessing readiness...............................................................................19Types of leadership styles......................................................................26Process Action Plan.................................................................................28

Sysco™ Sales Leader Power Boost SeriesTechniques of World Class Managers

Hiring and Leading a Powerhouse Team Hiring and Leading a Powerhouse Team 22

Every DSM dreams of hiring and keeping a super star sales team. One where each individual MA is a top performer maximizing his or her talents in a way that contributes to stellar results and record-breaking productivity. That dream may be much closer to reality with learning a few tips and tools on how world class managers hire sales people, lead them effectively and keep them on the team!

Course ObjectivesCourse Objectives

Provide Sysco DSMs with an awareness of best practice hiring techniques.

Recognize the most impactful type of leadership style to use with each MA on specific tasks.

Create custom action plans to implement key concepts for personalized success.


Marketing Associate vs. Sales Leader Marketing Associate vs. Sales Leader 3 3

When it comes to leading a consistently top-producing team of sales professionals, what is it that world class managers do so well? Let’s start by taking a quick look at the differences in the skill sets of these two critical roles; Marketing Associate and DSM.

Sometimes the transition from a top-producing Marketing Associate to top performing DSM can be difficult. The successes enjoyed as an individual contributor may not easily come when faced with the challenge of having to achieve results though others.

Discuss ONE of the follow questions assigned to your table group:

1. List the skills needed to be a successful DSM. How are these different from those skills needed to be a successful MA?

2. Is it possible for all top-producing MA’s to become DSM’s? Why or why not?

3. What would be the 3 most important tips you’d give to an MA transitioning to a new DSM role?


Agenda Agenda 44

thePointthePoint The skills that make great MA’s are not the same

skills that make great DSM’s.

thePlatformthePlatform Hiring the best people is critical to a DSM’s

success.

In order to be effective with each unique MA, DSM’s must use the leadership style with the

right MA at the right time.

thePlanthePlan How to put the concepts learned into real action.


Why Don’t we Hire all “10s”?Why Don’t we Hire all “10s”? 55

Don’t review and use an accurate success profile (competencies)Don’t review and use an accurate success profile (competencies) Don’t know where to look.Don’t know where to look. In a hurry to hire a “get by” for a quick fix.In a hurry to hire a “get by” for a quick fix. Not a good assessor of talent.Not a good assessor of talent. Not reading between the lines of a resume.Not reading between the lines of a resume. Poor interviewing skills.Poor interviewing skills.


Accurate Success ProfilesAccurate Success Profiles 6 6

Without an accurate success profile of the skills to look for, DSM’s can easily fall into the “personality trap” of seeking someone like themselves or who reminds them of an MA they favor.


SUPER STAR ProfileSUPER STAR Profile

7

Sells solutions, not products

Asks, as opposed to tells

Focuses on the customer, not on their quota

Looks at the world from the buyer’s perspective

Doesn’t sell, but rather helps the buyer buy

Is “buyer savvy”

Has product application knowledge as opposed to product knowledge

Weaves multiple contacts throughout an organization

Understands business functions’ interdependency

Helps buyers to come to their own conclusions to buy

Sells capabilities not features


What is the Success Profile for a What is the Success Profile for a 88 Successful Marketing Associate? Successful Marketing Associate?

Although the world of Sysco is changing, there are some core skills and behaviors that define success in the job of a Markeing Associate. Some of these are:

Gaining CommitmentDecision Making

AdaptabilityBuilding Partnerships

Customer Focus

Think about the MA position you need to fill now or will likely do so in the future.

Name someone who is currently performing successfully. ____________________________________. What other competencies do they demonstrate effectively?____________________________________________________________________________________________________________


Competency and Behavior Competency and Behavior 9 9

Gaining Commitment

Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one's own behavior to accommodate tasks, situations, and individuals involved.

Opens discussions effectively -- Describes expectations, goals, requests, or future states in a way that provides clarity and excites interest.

Clarifies the current situation -- Seeks, gives, and summarizes information; ensures that the situation / issue at hand is understood.

Develops others' and own ideas -- Presents own ideas; seeks and develops suggestions of others; makes procedural suggestions.

Facilitates agreement -- Uses appropriate influence strategies (such as demonstrating benefits or giving rewards) to gain genuine agreement; persists by using different approaches as needed to gain commitment.

Closes discussions with clear summaries -- Summarizes outcomes of discussions and establishes next steps if needed.

Uses Key Principles -- Establishes good interpersonal relationships by helping people feel valued, appreciated, and included in discussions (enhances self-esteem, empathizes, involves, discloses, supports)



Know Where to Look Know Where to Look 10 10

Clients

Newspaper ads

Trade journals

Recruiters

Industry shows

Employee referral program

Personal networking

Internet

Competitors

Industry groups/events

Networking groups

Chamber directories/events

Others?

Sysco™ Sales Leader Power Boost Series Techniques of World Class Managers

Resume Red FlagsResume Red Flags1111

Too many jobs Long history without promotion No measurable demonstration of results Lack of breadth/depth of experience Overqualified Poorly repaired resume


1212RESUME

Chris Hodges 1869 Atlantic Drive, Moorehead City, NC 27598

919-555-1234

Objective

Seeking a sales opportunity is a fast paced industry what I can utilize my talents and abilities.

Experience

Fabulous Foods Inc., Raleigh, NC (2009-present Sales Representative – Responsible for calling on key clients in the catering and event

planning industry. Territory consisted of over 120 accounts across 7 states. Grew sales by 30% and increased client base 50%.

YUM YUM Inc., Nashville, TN (2008-2009) District Sales Manager – Supervised 6 account representatives for 200+ accounts.

Landed “hard to get” accounts by building customer relationships, serving as their “go to guy”, and suggesting new items to build client revenues.

XYZ Restaurant Supply, Moorehead City, NC (2007) Supplies and Equipment Supervisor Negotiatied with distributors to place over $300K in obsolete inventory with the

acquisition of Jersey Foods. Directed kitchen equipment sales and installations in excess of $1M for national

clients.

Restaurant Designer (2005-2006) Responsible for layout, design, and project management for new restaurant build

outs.

Managing Partner (2004-2005) HomeTown Deli, Garner, NC

EducationBA – Business, North Carolina State University, Raleigh, NC


Interviewing Blind SpotsInterviewing Blind Spots1313

First impressions only

Telling too much (You should be talking only 20% of the time)

Ranking only by others’ feedback

“They’re like me”

Hiring on one characteristic

Stereotyping

Certain background necessary for success

Effective use of Targeted Selection® interview guides can help in avoiding these blind spots!


ReviewReview 1414

Hiring the best people is critical to a DSM’s success.

Use an accurate success profile (Competencies.)

Understand each critical competency and the skills that describe it.

Know where to look for the best candidates.

Avoid resume red flags and interviewing “blind spots.”


thePlanthePlan 1515

Capture one key thought or new concept that you will take back to the job and implement.

Review your action plan with the person sitting next to you.

Concept How I will apply this to my role as a

DSM?

What specific step will I

take?

When I will do this?


Impact of Sales Leadership StyleImpact of Sales Leadership Style1616

The fastest way to lose a great Marketing Associate is to under-lead a novice, over-lead a pro and not know the difference.


Case Study: “A Sad Day Afternoon” Case Study: “A Sad Day Afternoon” 17 17

Anna just finished hiring and training Steve, the newest member of her sales team. Steve is ready to hit the ground running and has already shown signs of great promise while in training. He’s now ready to start working. Ocsys LLC. is one of his largest prospects and Anna gives him the data Thursday morning needed to enter on a proposal due on at 8am on the following Monday. As Anna gives him a few quick directions Steve enthusiastically acknowledges what’s needed, and Anna runs out the door for her two-day offsite meeting.

When she returns late Friday afternoon, she is dismayed to find that Steve hasn’t done a thing. He didn’t know what to do and didn’t have the nerve to ask for help. It’s a sad day afternoon for Anna, now that an entire 2 days has been lost and she is taking the project home to work on all weekend for the Monday presentation.

Who was at fault in this situation, Anna or Steve? - Why?


Situational LeadershipSituational Leadership 1818

“Situational Leadership” is a process that helps leaders to match the appropriate leadership style with the skill and willingness level of each team member for a specific task of the job.

Most of your people will have varying levels of skill, tenure and willingness to perform. By applying the right leadership style to the right person at the right time, you will be able to better manage these differences resulting in a more productive team.


Analyzing Marketing Associates’ Analyzing Marketing Associates’ “Readiness”“Readiness” 19 19

Readiness is made up of two key factors: SKILL and WILL.

Does the MA have the ability to do the task (SKILL) and the desire to do the task (WILL)?


Determine the Specific Tasks that need Determine the Specific Tasks that need 20 to be Managed. 20 to be Managed.

A task is an assignable activity or job duty where you can assess skill. Identify 3 to 5 “mission critical” tasks that must be met in order for an MA to be successful.

Tasks

1.

2.

3.

4.

5.


Task: ExampleTask: Example2121

Develop customer’s needs

Probing questions:

○ “How do you determine what a prospect may need?”

○ Walk me through your process on how to determine which products will best meet a customer’s needs.

○ What is your approach to align product capabilities to a specific customer’s environment?

○ What questions do you ask when determining a prospect’s needs?

○ How do you determine if a prospect can benefit from your solutions?

○ How do you handle a prospect when he says he has no needs?


Skill & Will for each TaskSkill & Will for each Task2222

SKILLSKILL CanCan they do the task? they do the task?

Have they been trained?Have they been trained?

Can they apply it?Can they apply it?

Have they done this before?Have they done this before?

Do they understand the task?Do they understand the task?

WILLWILL WillWill they do the task? they do the task?

Do they have the confidence?Do they have the confidence?

Do they have the initiative?Do they have the initiative?

Do they have an incentive?Do they have an incentive?

Is there a safety net if they fail?Is there a safety net if they fail?


Readiness (R) LevelsReadiness (R) Levels2323

R – 1R – 1

LOW SKILL

LOW WILL

R – 2R – 2

LOW SKILL

HIGH WILL

R – 3R – 3

HIGH SKILL

LOW WILL

R – 4R – 4

HIGH SKILL

HIGH WILL


MA Task Readiness Assessment MA Task Readiness Assessment 2424Assign a readiness level to each MA for each task:Assign a readiness level to each MA for each task:

SKILL GUIDELINESSKILL GUIDELINES

R – 1 Low Skill - Low Will R – 2 Low Skill - High Will

R – 3 High Skill - Low Will R – 4 High Skill - High Will

Task

MA

TrainingRole perceptionApplicationExperience

WILL GUIDELINESWILL GUIDELINESInitiativeReasonInsuranceConfidence

Formal/InformalDo they understand the task required?Can they easily apply the task as needed?How often have they done this before?

Do they have the desire to do this?Do they have an incentive to do this?Is there a safety net if they fail at first?Do they trust their abilities to do this?


Readiness Assessment ScenariosReadiness Assessment Scenarios2525

For the task of “Prospecting” determine the appropriate level of For the task of “Prospecting” determine the appropriate level of readiness for each of these Marketing Associates:readiness for each of these Marketing Associates:

1.1. Tina has years of experience in prospecting and need development and makes Tina has years of experience in prospecting and need development and makes sure that each month her pipeline is full with quality leads. She is always on thesure that each month her pipeline is full with quality leads. She is always on the lookout for potential clients and maintains an incredible network of referrals. lookout for potential clients and maintains an incredible network of referrals. She’s excited about the next prospect just being around the corner and her She’s excited about the next prospect just being around the corner and her sales numbers show it. Tina is an R___.sales numbers show it. Tina is an R___.

2.2. Randi is new to the team, but has extensive cold calling and appointment Randi is new to the team, but has extensive cold calling and appointment setting experience. She usually waits until the last day in the month to try and setting experience. She usually waits until the last day in the month to try and fill the pipeline and is up and down with her leads. She has a proven track fill the pipeline and is up and down with her leads. She has a proven track record in quality prospecting, but for the past several months it’s been mostly record in quality prospecting, but for the past several months it’s been mostly hit or miss. Randi is an R___.hit or miss. Randi is an R___.

3.3. Steve just hired in from a competitor and shows great promise. In the past 90 Steve just hired in from a competitor and shows great promise. In the past 90 days he has attended 2 training seminars on prospecting, read 2 books and job days he has attended 2 training seminars on prospecting, read 2 books and job shadowed a superstar. He spends hours in the office making cold calls and shadowed a superstar. He spends hours in the office making cold calls and never gives up - but his numbers aren’t quite there yet. He’s determined to never gives up - but his numbers aren’t quite there yet. He’s determined to prove to you that he can do it and has asked for double the size of his current prove to you that he can do it and has asked for double the size of his current territory so he has something to really sink his teeth into. Steve is an R___.territory so he has something to really sink his teeth into. Steve is an R___.

4.4. Larry compares prospecting to having a root canal. He’d prefer the latter. He Larry compares prospecting to having a root canal. He’d prefer the latter. He insists that he was made to be a closer and doesn’t understand why insists that he was made to be a closer and doesn’t understand why prospecting isn’t handled by the outbound sales team. Listening to some of his prospecting isn’t handled by the outbound sales team. Listening to some of his attempts to prospect, it’s apparent that he needs a lot of help. Larry is an R___.attempts to prospect, it’s apparent that he needs a lot of help. Larry is an R___.


Leadership Styles (S)Leadership Styles (S)2626

Situational LeadershipSituational Leadership2727

R – 1 LOW SKILL LOW WILL

S – 1 DirectingS – 1 Directing

High Direction/Low Encouragement

The MA needs EXACT directions. Demonstrate what you want them to do. They need direction, not encouragement to do the job on their own.

R – 2 LOW SKILL HIGH WILL

S – 2 SupportingS – 2 Supporting

High Direction/High Encouragement

The MA needs specific directions, and is now willing to try on his/her own. Encourage their effort strongly.

R – 3 HIGH SKILL LOW WILL

S – 3 CoachingS – 3 Coaching

Low Direction/High Encouragement

The MA has the skill now and mostly needs encouragement from you to build their confidence.

R – 4 HIGH SKILL HIGH WILL

S – 4 DelegatingS – 4 Delegating

Low Direction/Low Encouragement

The MA has got it! He/She has the skill and the willingness to perform the task. Periodically inspect their progress to reinforce their behavior.


ReviewReviewIn order to be effective with each unique MA, DSM’s must use the right leadership style, in the right situation, at the right time.

Determine the specific tasks needed for success.Determine the specific tasks needed for success.

Ask probing questions to determine Skill and Will readiness. Ask probing questions to determine Skill and Will readiness.

Assign R-1 to R-4 for readiness level on each task. Assign R-1 to R-4 for readiness level on each task.

Align appropriate leadership style to level of readiness. Align appropriate leadership style to level of readiness.

thePlan thePlan2828


Capture one key thought or new concept that you will take back to the job and implement.

Review your action plan with the person sitting next to you.

Concept How I will apply this to my role as a sales leader.

What specific step will I

take?

When I will do this?


ReviewReview 2929

Hiring the best people is critical to a DSM’s success.Hiring the best people is critical to a DSM’s success.

In order to be effective with each unique MA, DSM’s In order to be effective with each unique MA, DSM’s must use the right leadership style, in the right must use the right leadership style, in the right situation, at the right time.situation, at the right time.


Parting ThoughtParting Thought 3030

Start with what they know. Build with what they have. The best of leaders when the job is done, when the task is accomplished; the people will say we have done it ourselves.

- Lao Tzu


Electronic Tools Electronic Tools


MA Task Readiness Assessment MA Task Readiness Assessment Assign a readiness level to each MA for each task:Assign a readiness level to each MA for each task:

SKILL GUIDELINESSKILL GUIDELINES

R – 1 Low Skill - Low Will R – 2 Low Skill - High Will

R – 3 High Skill - Low Will R – 4 High Skill - High Will

Task

MA

TrainingRole perceptionApplicationExperience

WILL GUIDELINESWILL GUIDELINESInitiativeReasonInsuranceConfidence

Formal/InformalDo they understand the task required?Can they easily apply the task as needed?How often have they done this before?

Do they have the desire to do this?Do they have an incentive to do this?Is there a safety net if they fail at first?Do they trust their abilities to do this?


Task

MA

Documents

myinfo.sysco.commyinfo.sysco.com/Learning/content/Sysco… · Web view · 2011-01-31The Sysco™ Sales Leader PowerBooster series is a set of four programs divided into two,