motivate your average sales producers from good to great_good_to_great_bisa.pdf · sales leader...

Tony Cole, President & CEO

©ACTGLLC 2010

Motivate Your Average Sales Producers from Good to Great

BEW Good to Great ©ACTGLLC 2010

Suppose? Sales Function Current Improvement Result

Attempts 5000 10% 5500

Contacts 500 0% 550

Appointments 250 10% 302

Opportunities 125 10% 166

Presentations 100 0% 132.8

Closed 50 0% 66.4

Average $$$ 20,000 10% 22,000

NB Sales 1,000,000 1,460,800

# of Reps (Core) 6 6

Impact 6,000,000 46% 8,764,800


What is The Variability Costing You?

2 BEW Good to Great ©ACTGLLC 2010

Today’s Focus

BEW Good to Great ©ACTGLLC 2010 4

• Knows what motivates people

• Has a strong self image • Gives

recognition • Does not accept

mediocrity

The Motivator


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Personal Goal Setting Health Financial

Family Community

Spiritual Emotional / mental

Things you want to do Things you want to have

Places you want to go What you want to be


Lofty Goals – Is This You?


DISCIPLINE OF MARKET LEADERS

• “There is only one leader.” Phil Knight, Nike • 3-Steps:

Choose Your Customers Narrow Your Focus Dominate Your Markets

From Good to Great


1. CHOOSE YOUR CUSTOMERS

Clients - Top 20% • 80/20

Clients – Top 5% • 50/5

Increase your revenue by 50% • Bring on 5% more clients like your top 5%


2. NARROW YOUR FOCUS

• Cannot be all things to all people • Stand for something, or you will fall for anything • What are your 3 most important moneymaking

activities? • 10 Most Wanted List • What are they? • Who owns it?


Extraordinary Experience

Exc

eed

Exp

ecta

tions


Creating the ‘Advocate’

3. DOMINATE YOUR MARKET


Inspect what you expect


3 Stages of Coaching Success

Consistent Execution


Analyzing the Huddle Data Activity for _________ Running total – 4 weeks

Target Actual Percentage Completed

Contacts 25 25 100%

Appointments / calls 5 4 80%

Opportunities identified 3 1 33%

Presentations to closes made 2 3 150%

Closed business 1 1 100%

Revenue generated 50,000 45,000 90%

Accepted referrals 5 5 100%

IM and T or XSell opportunity

2 4 200%


Waldo?

47 BISA ©ACTGLLC 2009-2010

Whe

re’s

(Stay out of way) (Heading for slump)

(Data or performance issue) (Why are they still here?)

Effort Lack of Effort

Coaching from Huddles

When there is a variance in actual activity compared to goal When there is a variance in actual results compared to goal When there is a lack of participation


The Coaching Discussion: I see… We need to discuss… My office coaching hours are… Schedule 15 minutes Be prepared to discuss…


The Conversation: Lack of Effort

• Sales Leader with RM: • Let’s review the extraordinary

goals that you established. Something must have changed. Your efforts are inconsistent with what you laid out in your success formula. I am concerned. What has changed?


The Conversation: Lack of Execution

• Sales Leader with RM: • Based on the huddle data,

something is not matching up. Either the success formula you established is wrong, you are giving me false data or you are not very effective executing the sales system. Which one is it?


Are You A Hostage?

Identifying questions Those holding you hostage

Who is on the team that doesn’t perform today?

Why are they there? Lack of effort or lack of execution?

What would you do if… you didn’t have to worry about HR? Why are they failing? Did you hire them this way or did you make them this way?

What are you doing that isn’t helping?


What Results Would You Hire if You Could? Identify the results you want: Exceed goals by 25% consistently Top 10% of peer group Develop others that are top 10% of peer group Have consistently generated $250,000 of personal revenue Dominates the marketplace – has the premier accounts in my market


Participant Networking Current Employees

Former Employees Providers Leads Generated

Moe 1 0 0 2 2

Larry 2 0 0 1 1

Curley 3 0 0 0 1

Shemp 0 2 2 0 2

Total 6 2 2 3 6

Recruiting Activity and Pipeline


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[email protected] mailto:mark@anthonycoletrainin

g.com

877-635-5371

Thank You! [email protected]

Call Me


These printed materials were developed exclusively for the use of ACTG and shall remain the sole and exclusive proprietary materials of ACTG. Permission to use, redistribute or otherwise publish these materials must be attained in writing from ACTG.

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