Aligning Sales Performance Levers - Mike Kunkle 08-2011

Aligning Performance Levers
For Breakthrough Sales Results
Mike Kunkle
August 2011
Performance Levers
The Plan
Agenda
Overview:
Background, Definition, Six-Project Approach, Why Its Worth the Effort
Walk-through of the Six Projects Case Example Appendix with Helpful Resources
Everybody's got plans... until they get hit. Mike Tyson
Performance Levers
Overview | Definition
A sad but true tale
Karen, we need sales training!
Karen reviews sales training.
Performance Levers
A sad but true tale
Karen selects sales training.
Note: Miller Heiman is a fine company. This is neither an endorsement nor a condemnation.
Performance Levers
A sad but true tale
Karen delivers sales training.
Training Expenses
Performance Levers
A sad but true tale
Karen, what happened!?
Performance Levers
A sad but true tale
According to a Sales Performance International study, most sales professionals forget at least 50% of what they learned in training programs in less than five weeks. For over 44% of 6,000 sales professionals surveyed, they forget in less than one month. Further, salespeople only remember 16% of content from sales training workshops after only 90 days.
Karen, what happened!?
According to ES Research Group, 85-95% of sales training results in no long-term impact in performance.
A study at Columbia University found that up to 95% of what is taught in training programs is wasted through a failure to transfer learning to the workplace.
A Xerox study showed that 87% of the knowledge learned in sales training is lost within 12 weeks.
Something needs to change!

7
Performance Levers
An alternative
Performer Analysis
Performance Lever Alignment

Organization Function
Sales & Sales Manager Selection
Position
The Six Performance Lever Projects

Sales & Sales Manager Training Performance Lever Identification
Task
Best Practices Capture
Real Sales Performance Improvement

8
Performance Levers
Performance Levers
Critical competencies, knowledge, skills, behaviors and conditions which must be present for ethical, sustained high-performance to occur. Conditions include other organizational elements such as compensation, processes, policies, systems, technology, tools, culture, and more. Examples: Appointment Setting
Competencies
Assertiveness Attitude Energy Level Verbal Skill Sociability Independence
Knowledge
How products work How to organize leads How to set appointments How to use collateral Sales process stages How to get answers
Skill/Behaviors
Tracking lead results Setting appointments Opening a sales call Probing for needs Presenting solutions Negotiating
Conditions
Compensation Processes, Policies & Procedures Systems, Technology & Tools Performance Management Reporting And more
Performance Levers
Imagine an 8-cylinder engine, firing on all 8 cylinders.
1 8 2
7
6 5 4
10 10
Performance Levers
What happens if its only firing on 4 cylinders?
1 8 2
7
6 5 4
11 11
Performance Levers
What if more than one system isnt working right? System 1
Engine
System 2
Drive Train
12 12
Performance Levers
How is this different in organizations? System 1
Hiring System 3
System 2
Learning | Development System 4
Compensation
Processes
System 5
Coaching | Management
System Et Cetera
And More
13 13
Performance Levers
How is this different in organizations?
Its Not!
14 14
Performance Levers
Types of Levers
Organization (Company) Function (Department) Position (Role / Job) Task (subset)
Its Systems Thinking

Organization Function Position
Task
Competencies
Assertiveness Attitude Energy Level Verbal Skill Sociability Independence
Knowledge
How products work How to organize leads How to set appointments How to use collateral Sales process stages How to get answers
Skill/Behaviors
Tracking lead results Setting appointments Opening a sales call Probing for needs Presenting solutions Negotiating
Conditions
Compensation Processes, Policies & Procedures Systems, Technology & Tools Performance Management Reporting And more..
http://en.wikipedia.org/wiki/Systems_Thinking
15 15
Performance Levers
Sales Training + Levers = Sales Effectiveness
Sales Training
Preceded by a training needs analysis Based on learning objectives Improves knowledge, skills, or attitudes Requires instructional design and/or training delivery skills
O F P
T
Sales Effectiveness *
Preceded by a performance gap analysis Based on performance objectives Improves workplace behaviors and outcomes Also requires performance consulting skills
Is an important part of sales effectiveness Includes much more than training
Output includes courses, curricula, training events (e-learning, self-directed, classroom/instructor-led, field training)
Tactical: Focused on who, what, why, how, when & where
Output includes learning systems, processes, policies, technology, systems, best practices and more
Strategic: Focused on organizational alignment to support high performance
* Also referred to as Sales Force Effectiveness, Sales Enablement or Sales Performance Development 16
Performance Levers
Where to Start? I used to consider What can you control (or most strongly influence)? Within that span:
What is the easiest win? (low-hanging fruit)
Where is the biggest gain? (most mileage) What is the biggest pain? (biggest problem solved)
O F P
T
Logical but these days, to get started
17 17
Performance Levers
I Suggest This:
Get sourcing, selection, and promoting right:
O F P
T
Selection
Identify the right competencies by role (sales/mgt) Upgrade processes for sourcing and hiring employees Upgrade processes for developing and promoting employees
Do a Position-level Performance Lever analysis:
Position Levers
Put strong focus here - on the Position levers Identify Levers, capture Best Practices and upgrade learning systems Get this right for frontline Sales & Sales Management Roles Align as many supporting organizational levers as you can Show results Then start tying strings (aligning) to other levers and functions
Task Levers
Pure training task analysis: Identify Levers, capture Best Practices and:
Conduct a great task analysis Importance Difficulty Frequency Write the tasks into training Gather importance, difficulty and frequency to make good training decisions
18 18
Performance Levers
O F P
T
Selection + Sales & Management Levers + Supporting Org Levers

Select for the Competencies Train the Sales Position Levers Train the Sales Management Levers
Territory Management Pipeline Management Consultative Selling Account Development
Align Compensation
Competencies Account Selection
Sales Planning Technology & Tool Use
What & How to Train How to Diagnose Levers How to Coach
Remove Policy & SOP Barriers Improve Internal Service Track Success Metrics
How to Manage Performance
Note: These are just examples and may not be right for your organization
19
Performance Levers
What are They in Your World? Start Thinking Now.
Varies by Role But Will Include
Hiring Competencies Recruiting | Selection Compensation Reporting Product Knowledge Setting Goals & Objectives Lead Management Technology | Tools Account Selection Consultative Selling Skills Pipeline Management Account Management Account Development Follow-up | Follow-through Training | Coaching Action Planning and more
O F P
T
What Should You Add / Subtract For Your Company?

Document and discuss ideas with top producers & leaders Agree on a hypothesis Perform the analysis | Conduct the research
Survey(s) Interviews | Focus Groups Observation
And May Include
Your Performance Lever Mix
20 20
Performance Levers
High-Level Overview: DIY How To
Performer Analysis (Who To Study) Sales & Sales Manager Selection (How to Select, Promote & Develop)
Assessments, competencies, sourcing, interviewing, selection, tracking, validation
Performance Lever Identification (What Really Drives Performance)

Interviews to create hypotheses for Performance Levers (sales reps & sales managers) Surveys to confirm / hone Performance Levers
Best Practices Capture (Details of Each Position/Task Lever)

Interviews / focus groups / observation to gather Best Practices
(Re)Design Training for Sales & Sales Managers (Share the Knowledge)
Learning systems: pre-work, training, post-work, reinforcement, measurement, reporting
Align Other Levers (Support the Levers Every Way Possible)

Measure, report, feedback, adjust, repeat
Which becomes.
21
Performance Levers
Overview | Definition The Six Projects
Performer Analysis
Performance Lever Project Series

Performer Analysis Sales & Sales Manager Selection Performance Lever Identification Best Practices Capture Sales & Sales Manager Training
Sales & Sales Manager Training
Performance Lever Identification
22
Performance Levers
Overview Why Go Through All This?
Just a few of the many reasons
Better hiring | shorter-ramp up for new hires and promotions Geometric growth for incumbents (vs. incremental) Greater customer satisfaction & loyalty
Break out of 80/20 prison

Improve average performance levels across the organization Rewards and incentives that drive the right behavior
Systemic alignment fosters clarity and focus people feel better (reduced frustration and cognitive dissonance)
But most importantly, we do it for the bottom-line results
23 23
Performance Levers
Overview Why Go Through All This? The Outcome | Bottom-line Results (Real Examples):
A $398MM sales revenue increase, a $9.96MM net profit increase and a 400% return on investment Increased sales per rep by 47% through changes in territory management and sales coaching Increased sales results 600% over previous year while decreasing net operating expenses by 21% Improved average profitability per rep by 11% in 4 months Improved processing efficiency (order pull-through) by 16% in 6 months. Newly-hired and trained 4-month employees outperformed a control group of untrained 5-year employees Increased loans closed per FTE in the 3-month period after training by 2.3 per month (average revenue increase of $183K per class or $36.6MM in 12 months)
24 24
Performance Levers
DIY | How To The Six Projects
Performer Analysis

25
Performance Levers
DIY | How To Performer Analysis
Performer Analysis

26
Performance Levers
Performer Analysis
Performer Analysis
WHAT:
Identify top, average & low producing sales reps. Identify top, average & low producing sales managers.
HOW:
Analyze a year of sales data & create a weighted scoring system across multiple metrics/products. Some discussion & surveys with managers.
WHY:
Provides a mix of performers to study in various ways, to determine true differentiating factors.
27
Performance Levers
Example of Performer Categories
Top New Reps Top Seasoned Reps Average Reps Low Producer Reps New = >30 days, <271 days Top = In the Top Quartile of all metrics
n=
Often top includes tiers: 4% | 10% | 15% | 25% 39 307 298 348
Seasoned = >365 days (many 5+ years)

Top = In the Top Quartile of all metrics
Selected randomly, between mean and median production Selected randomly from the bottom 20%
Top SM Producers Top SM Team Managers

Top SM Both
Top = In the Top Quartile of all metrics, personal production

Top = Top Quartile all metrics, w/o SM results + survey of their Mgr Top = In Top Producer group personally + Top Quartile all metrics w/o SM results + survey of their Mgr
15
52 5
Average SM (Team) Selected randomly, between mean and median production Low Performing SM Selected randomly from the bottom 20% (Team)
79
32
28
Performance Levers
Example of Sales Metrics
Metrics # of Sales $ Volume Pull-Through Rate Avg # Sales/Day/Rep Quarterly Weighting * Med-High (2-3) Low (1) Med (1-2) High (3-4)
Create a weighted scoring system
Avg $ Vol/Day/Rep Cross-Sell Percent
Med-High (2-3) Med (1-2)
* Review the last 12 months & the last quarter. Weight the quarter more heavily. Blend the scores. 29
Performance Levers
Example of Analysis Sales Reps
Low High 4th Quartile Mean Avg. Median
Sort Descending Highlight 4th Quartile Apply Weighting Repeat & Total
30
Performance Levers
Example of Analysis Sales Reps
Low High 4th Quartile Mean Avg. Median
Sort Descending Highlight 4th Quartile Apply Weighting Repeat & Total
31
Performance Levers
Example of Analysis Sales Managers
Consider things like:
Avg Productivity
Avg # and $/rep /time
Engagement: % of team producing and/or goal %/rep Total Team Sales: $ and # Avg Time to 1st Sale (new reps) Pipeline Stats & Pull-through % Cross-sell Ratios or Penetration Trend Indicators (actual # last month, avg/month over 13 weeks, avg/month past year) Survey Their Managers
Remove the luck factor Remove inherited territory Remove one great rep
32
Performance Levers
Partner with Smart People with SAS, SPSS, or Minitab * to Crunch Data for Validity, as Needed
* Of course, learning research methodology and statistics is a viable option for the brave 33 33
Performance Levers
DIY | How To Sales & Manager Selection
Performer Analysis

34
Performance Levers
Performer Analysis
WHAT:
Psychometric assessments that measure thinking styles, behavioral traits and interest.
HOW:
Most vendors now offer online assessments.
WHY:
The assessments will help you identify competencies. You can identify statistically validated patterns that predict success, based on your top performers. You can use the results to further develop & coach your current leaders. You can better identify future leaders, who are like your very best today.
35
Performance Levers
Methods
Competency Identification Interview Methods Other Checks Psychometric Assessments Job Matching Blended Models
My Favorite? Blended w/ Psychometric + Job Matching

Sources: Professor Mike Smith, University of Manchester, August 1994 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90 Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review, Personnel Psychology, Winter 1991, p.703. Michigan State Universitys School of Business.
36
Performance Levers
Psychometric Assessments
Thinking | Cognitive Factors Behavioral Traits Occupational Interests
One-third of the Hiring Decision
Get it right:
Normative vs. Ipsative Focus on Predictive Validity
Use the same Performer Categories from your other Analysis

Compare top | middle | bottom to look for differentiating factors
Hire, develop and promote based on those factors, as well as performance data (whenever possible)
Bring in experts
37
Performance Levers
DIY | How To Performance Lever Identification
Performer Analysis

Other Performance Lever Alignment
38
Performance Levers
Performer Analysis
WHAT:
Identify the knowledge, skills, behaviors or conditions that must exist for ethical, sustained, high performance to occur. Formulate hypotheses about what the levers are for frontline sales and sales management roles. Confirm and validate the levers through research.
HOW:
Through discussion, surveys, interviews, focus groups, and observation of frontline sales reps and their managers.
WHY:
This will confirm where to focus your efforts capturing Best Practices, which provides training content.
39
Performance Levers
Formulating the Hypotheses
Start with some known practices Talk with:
Executives
Other leaders
Frontline sales reps Frontline sales managers Sales operations and support staff
And possibly, customers
Label the big buckets and detail the tasks Dont get married youre just dating Build the surveys to confirm the hypotheses
40
Performance Levers
Survey Design
Identify the high-level Performance Levers (hypotheses)
Document the potential tasks for the Performance Lever
Ask what youve missed
41
Performance Levers
Survey Design
Clearly define Performance Lever
Define the role
Add instructions for completing the survey
42
Performance Levers
Survey Design (Scales)
Rate the statement provided. How much do you agree its a Performance Lever? If rated 1-2, next question. If rated 3-5:
Using empathy statements to acknowledge a prospects situation/feelings
Importance & Difficulty Frequency: Actual & Should
And in some cases:
In addition, you should ask what you missed, by Lever, and a handful of other questions such as normal demographics & Continue | Start | Stop.
43
Performance Levers
Look Familiar?
Partner with Smart People with SAS, SPSS, or Minitab * to Crunch Data for Validity, as Needed
* Of course, learning research methodology and statistics is STILL a viable option for the brave 44 44
Performance Levers
DIY | How To Best Practices Capture
Performer Analysis

45
Performance Levers
Performer Analysis
WHAT:
Document the best practices and differentiating behaviors of top performers, which can be replicated and trained.
HOW:
Through discussion, interviews, focus groups and observation of the frontline sales reps and managers identified during Performer Analysis.
WHY:
To share best practices broadly and (re)design training around them.
46
Performance Levers
Data Collection Methods
Interviews
In-person, phone, webinar
Focus Groups
In-person, webinar
Getting the Straight Scoop

What really happens out there Account for the Hawthorne effect Trust, truth and strict confidentiality Autonomy, mastery and purpose *
Field Observation
5-10 top performers
3 average
2 in ninth decile More, pending time, resources & budget
* Thank you, Daniel Pink (author of Drive)
47
Performance Levers
DIY | How To Sales & Sales Manager Training
Performer Analysis

48
Performance Levers
Performer Analysis
WHAT:
(Re)design sales and sales management training (learning systems) around your best practices. Ensure that your training includes the right content and produces ethical, sustainable, high performance in the real world.
HOW:
Develop courses and implement learning and transfer systems, incorporating what youve learned in this research.
WHY:
To improve training, further share best practices, and improve work performance of frontline sales reps and sales managers.
49
Performance Levers
Sales Training is the Easy Part Teach Position Performance Levers and Tasks!
Teach sales reps: If new, yes, do onboarding and orientations, but then Focus on the major Performance Levers Teach the Performance Lever Tasks Create and share Performance Support Share Knowledge but Focus on Behaviors & Skills Build-in extensive Transfer Plans
Teach Them The Replicable Best Practices of Top Performers

50
Performance Levers
As You Develop Sales Manager Training, Remember Frontline Sales Management is the Pivotal Role!
Teach managers: What you teach reps (in advance) How to diagnose and identify issues with Performance Levers How to coach to improve levers (behavioral coaching) How to develop motivational action plans (management science) How to reinforce, reward, and manage performance NOTE: Other Lever Reward managers for the above behaviors
Teach Them To Get Results Through Others

51
Performance Levers
DIY | How To Performance Lever Alignment
Performer Analysis

52
Performance Levers
Performer Analysis
WHAT:
Review policies, practices, processes, procedures, systems, compensations, and other organization factors.
HOW:
By sharing study results with other organizational leaders and discussing how you can best support the Performance Levers and Best Practices. If you have an OD team, get them involved.
WHY:
To align as many other organizational elements as possible to support the performance levers and best practices to create an environment which supports sales success as much as possible.
53
Performance Levers
Recommended Initial Focus for Alignment
Get sales compensation right rely on experts, if needed Get out of the Sales Prevention Business
Ask frontline reps and managers, youll hear plenty to fix
Eliminate restrictive policies designed for situations that occur once a quarter Conduct a Force Field Analysis* with top sales performers and sales managers remove restraining forces first
* Thank you, Kurt Lewin, for Force Field Analysis
54
Case Example
Sales Performance Levers Applied to: B2B Financial Services Wholesale Mortgage Origination Channel Low Base | High Commission
Case Example
B2B Financial Services Company
The Business Situation and Problems
Good growth rate Wall Street darling Original team was doing very well (top 20% delivering 80% of production) New Hires struggling annualized NH turnover was growing fast Sales training was one week in a classroom, all lecture There was no reinforcement, planned transfer or evaluation Reporting was fragmented, hard to interpret, not actionable The best of the new sales people were promoted into management, but No management training and managers each managed their own way Coaching was rare Performance management was, You did X last month. You need to do Y next month or youll be fired If you had industry sales experience, wanted the job, and could fog a mirror, the job was yours Few understood the complex compensation system.
56 56
Case Example
Challenge from the President
The President told our Performance Development team: I believe in this group and what you were hired to do. But I want to be clear. If you cant deliver on your promises about improving performance, you wont be sitting at this table this time next year.
57 57
Case Example
Performance Projects
Analysis of past and past results | current state | current results. (Point A) Discussion with senior management on strategic direction, goals and performance objectives. (Point B) Analysis of traits, habits, skills and practices of carefully selected Top, Middle and Low Performers Individual Interviews | Multiple Surveys | Focus Groups | Observations Hiring Right project whats the right stuff for our roles? How do we hire, develop and promote people effectively? Process analysis and documentation review for possible Lean projects. Review of compensation and incentive programs and practices for sales. Review of sales management practices. Customer Interviews, Surveys, and Focus Groups. So, basically, we ran The Six Projects (and included customer feedback)
58 58
Case Example
How We Created a Performance Enhancing System
Vetted the analysis, identified the levers and communicated everywhere Created 3-week sales training curriculum for new hires (2 weeks remote + 1 week in class) taught all levers, changed behaviors in class & certified All new managers went through the program and were certified Taught incumbent managers separately and certified Developed a coaching program for managers (and yes, certified them) Aligned comp, performance management and reporting/metrics Started work on the supporting levers Constant communication | monitoring with dashboard reports Quick feedback loops, performance hotline, adjusted course as needed Transitioned leaders to take ownership and accountability Top-down, C-level support was critical
59 59
Case Example
Some Results
Reduced average ramp-up time to minimum acceptable performance for newly-hired/trained reps from 6 months to 3 Increased average purchase from $156K to $167K
Reduced turnover from 44% to 28% (new hire one-year from 78% to 24%)
Increased size of top producer performers from 9% to 14% Increased New Customer Stick Rate (stat not available) Decreased order processing time by 16% Improved order pull-through from 47% to 54% But most importantly
$398MM Increase in Revenue $9.9MM Increase in Net Profit 400% Training ROI
60 60
Case Example
Real-World Tips & Gotchas From This Case
Analysis of traits, habits, skills and practices of carefully selected Top, Middle and Low Performers
Validate performer status closely: Especially rule out inherited a great territory
and other factors that mask earned top-producer status
Methods: Individual Interviews | Multiple Surveys | Focus Groups | Observations You must see what theyre doing! Insert the Voice of the Customer whenever possible: talk to them and listen! Be ruthless on process reviews. Streamline! Forget sales experience. Assess | Hire | Train | Develop Listen most closely to the real top producers, those moving up steadily, and superstar new hires who leap out of the gate Agree on what success looks like, with executives, upfront, and how it will be measured
61 61
Appendix Helpful Resources

http://www.slideshare.net/MikeKunkle/aligning-performance-levers-for-breakthrough-sales-results-082011
Aligning Performance Levers For Breakthrough Sales Results
Performance Levers
Helpful Resources
Analysis
http://amzn.to/AnalyzingPerformanceProblems http://amzn.to/AnalysisImprovingPerformance http://bit.ly/FirstThingsFast http://www.nwlink.com/~donclark/analysis/analysis.html http://en.wikipedia.org/wiki/Human_performance_technology http://www.pignc-ispi.com/articles/Vol42_05_08.pdf http://www.ue295.com/xtranet/html/timeline/harless.html
63 63
Performance Levers
Helpful Resources
Selection
For those interested in exploring assessments, here are some unbiased educational resources: http://www.uniformguidelines.com/index.html http://wdr.doleta.gov/opr/FULLTEXT/99-testassess.pdf http://www.shrm.org/about/foundation/research/Documents/assessment _methods.pdf And some companies to research: http://rocket-hire.com Dr. Charles Handler evaluates vendors http://www.profilesinternational.com http://www.selfmgmt.com/en/default.aspx http://www.peopleanswers.com http://www.previsor.com http://www.thebrooksgroup.com http://www.objectivemanagementgroup.com
64 64
Performance Levers
Helpful Resources
Performance Improvement
http://bit.ly/Wallace6Pack http://bit.ly/BusinessProcessChange http://bit.ly/PerformanceConsultantsFieldbook http://amzn.to/HandbookImprovingPerformance http://amzn.to/HumanCompetence http://amzn.to/WhiteSpaceRevisited http://amzn.to/CompensatingTheSalesForce http://amzn.to/MgtPerformanceImprovementPlans http://amzn.to/TrainingAintPerformance http://amzn.to/FundamentalsPerformanceTechnology http://amzn.to/HandbookHPT http://amzn.to/HandbookHPT2 http://amzn.to/SeriousPerformanceConsulting http://amzn.to/PerformanceArchitecture
65 65
Performance Levers
Helpful Resources
Best Practices

http://amzn.to/MakingTheNumber ~ http://www.makingthenumber.com http://bit.ly/BestPracticeKnowledgeManagement http://bit.ly/IdentifyingOrgBestPractices http://www.csoinsights.com/sales-research-data http://www.csoinsights.com/Topics/Sales-Process-Best-Practices http://slidesha.re/BestPracticesWorldClassSales
Sales Best Practices Research http://www.achieveglobal.com/resources/?cat=1 http://www.millerheiman.com/research_center/sales_best_practices_study /index.html http://www.huthwaite.com/en/Resource%20Center/Whitepapers.aspx https://sec.executiveboard.com/Public/Default.aspx http://www.salesbenchmarkindex.com http://salesmanagement.org
66 66
Performance Levers
Helpful Resources
Sales & Sales Management Training

http://www.scribd.com/doc/46526471/Basic-Instructional-Design-Principles http://www.esresearch.com http://bit.ly/MagerSixPack http://bit.ly/EvidencedBasedTraining http://bit.ly/JobAidsPerformanceSupport http://amzn.to/BeyondTransfer http://amzn.to/TheFourLevels http://amzn.to/MeasureTrainingResults http://www.ecsellinstitute.com/6-pillars-philosophy
67 67

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Aligning Performance Levers

For Breakthrough Sales Results

Everybody's got plans... until they get hit. Mike Tyson

Karen reviews sales training.

Karen, what happened!?

Something needs to change!

Performance Lever Alignment

Performance Lever Alignment

Sales & Sales Manager Selection

The Six Performance Lever Projects

Best Practices Capture

Real Sales Performance Improvement

Learning | Development System 4

Its Systems Thinking

Is an important part of sales effectiveness Includes much more than training

Logical but these days, to get started

Do a Position-level Performance Lever analysis:

Selection + Sales & Management Levers + Supporting Org Levers

Competencies Account Selection

Sales Planning Technology & Tool Use

What & How to Train How to Diagnose Levers How to Coach

How to Manage Performance

What Should You Add / Subtract For Your Company?

And May Include

Your Performance Lever Mix

Performance Lever Identification (What Really Drives Performance)

Best Practices Capture (Details of Each Position/Task Lever)

Align Other Levers (Support the Levers Every Way Possible)

Performance Lever Project Series

Performance Lever Alignment

Sales & Sales Manager Training

Performance Lever Identification

Performance Lever Alignment

Best Practices Capture

Break out of 80/20 prison

But most importantly, we do it for the bottom-line results

Performance Lever Project Series

Performance Lever Alignment

Sales & Sales Manager Training

Performance Lever Identification

Performance Lever Alignment

Best Practices Capture

Performance Lever Project Series

Performance Lever Alignment

Sales & Sales Manager Training

Performance Lever Identification

Performance Lever Alignment

Best Practices Capture

Performance Lever Alignment

Sales & Sales Manager Training

Performance Lever Identification

Best Practices Capture

Seasoned = >365 days (many 5+ years)

Top SM Producers Top SM Team Managers

Top = In the Top Quartile of all metrics, personal production

Create a weighted scoring system

Avg $ Vol/Day/Rep Cross-Sell Percent

Med-High (2-3) Med (1-2)

Performance Lever Project Series

Performance Lever Alignment

Sales & Sales Manager Training

Performance Lever Identification

Performance Lever Alignment

Best Practices Capture