PowerBooster Series Sysco ™ Sales Leader PowerBooster Series The Five “P’s of ”Executive Sales Leadership Part 1 Cracking the Code on People and Processes

agendathePoint  Successful sales executives who sustain long term success do so by modeling certain leadership behaviors and implementing processes that create individual ownership and accountability.thePlatform  Exhibiting “boss” versus “leader” behaviors is a primary driver of sales executives’ ability to achieve sustainable success.  Successful sales leaders use tools and processes that engage team members in self-assessment, personal ownership and accountability for their individual results.thePlan How to put the concepts learned into real action. 2

Does a “Boss” and a “Leader” get the same result? 3

thePlatform 4 Exhibiting “boss” versus “leader” behaviors is a primary driver of sales executives’ ability to achieve sustainable success. “Pull the string and it will follow wherever you wish. Push it, and it will go nowhere at all.” This famous leadership quote by General Eisenhower clearly defines the difference between a “boss” (Push) approach to influencing others and the “leader” (Pull) approach.

Boss/Leader... Push or Pull? 5 BossWhere are you?Leader Talks x x x x x x Listens Gives directions x x x x x x Asks questions Fixes mistakes x x x x x x Coaches Judges afterwards x x x x x x Helps throughout Takes credit x x x x x x Gives credit Finds weaknesses x x x x x x Builds on strengths Fosters dependence x x x x x x Demands independence Punishes failure x x x x x x Rewards efforts and risks Reprimands in public x x x x x x Praises in public Praises in private x x x x x x Guides in private

6 Situational Leadership – Quick Glance “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. A task is an identifiable activity that is a mission critical component of the job. (Prospecting, closing, rapport building, etc.) An MA’s readiness level to succeed at a task is based on two things: 1.) Skill - the ability to complete the task. 2.) Will - the desire to complete the task. Readiness levels (R) fall into 4 different categories: R-1 Low skill-Low will “Toad” R-2 Low skill-High will “Puppy” R-3 High skill-Low will “Mule” R-4 High skill-High will “Eagle” Once a Readiness level is determined, the leader can then apply the most appropriate leadership style (S) to help the MA achieve success with that particular task: S-1 Direct S-2 Support S-3 Coach S-4 Delegate

7 Situational Leadership Style Summary/Self Assessment

8 Readiness (R) Levels R – 1 LOW SKILL LOW WILL R – 2 LOW SKILL HIGH WILL R – 3 HIGH SKILL LOW WILL R – 4 HIGH SKILL HIGH WILL

Review Review Understanding the ramifications of exhibiting “boss” versus “leader” behaviors is a primary driver of sales executives’ ability to achieve sustainable success. 9

thePlan 10  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.

thePlatform  Successful sales leaders use tools and processes that engage team members in self-assessment, personal ownership and accountability for their individual results. 11

12 Review and Plan (RAP) Session Should be held on a regular schedule: (same time - weekly, bi-weekly) Previous Week (s) Number of appointments scheduled Amount of time dedicated to prospecting/pipeline development Number of new opportunities uncovered Upcoming Week (s) Number of appointments scheduled Amount of time dedicated to prospecting/pipeline development Amount of business expected to close

13 Review and Plan (RAP) Session MetricDiscussion QuestionsDiscussion Questions Number of appointments scheduled  How does this compare to the previous reporting session?  How were these appointments set? Amount of time dedicated to prospecting/pipeline development  Was this more or less time than planned?  How did you prioritize whom you elected to contact?  What type of method did you use? ( , phone, meeting.) Number of new opportunities uncovered  Who are your key opportunities?  How are they similar to another client? Amount of business expected to close  What went well with the ones you closed?  Did you deviate away from the standard approach? (Compressed margins, cost of sale, etc.)

Behavioral GAP Analysis 14 Mission Critical TasksMission Critical TasksSelfRating(A-F) Projected Rating (A-F)ActualRating(A-F) Close BusinessClose Business Prospect/Network Follow UpFollow Up Administrative Time ManagementTime Management 1.What will you do to change my perception? 2.What do you need/expect from me? 3.When will I see results?

Executing the Behavioral GAP Analysis Tool Set Up: Schedule a “one-on-one” that is away from the office and in a neutral setting. Ask the MA to be prepared for the meeting by making sure he or she has a pen/pencil and blank paper to take notes. Day of Meeting: Privately referencing your GAP template as a guide, ask the person to complete these steps: A. Draw four columns on your blank paper. B. Label the top of the first column “Mission Critical Tasks” and list the top 3-6 most important activities in your role. (Any discrepancies here is an area of concern and needs discussing!) C. Label the second column “Self-Rating” and assign yourself a letter grade (A-F) on your performance for each task. (Do not comment on their rating. It is what it is!) D. Label the third column “Projected-Rating” and assign a letter grade on how you think I would rate you. E. Now label the last column as “Actual-Rating” and jot down my grade for your performance in each task. (Provide your letter grades and note which ONE task has the biggest discrepancy between the associate’s rating and your rating.) Discussion:  Please give me an example of why you rated yourself the way you did.  Here’s an example of why I rated you the way I did.  My perception is your reality! What will you do to change my perception? What do you need/expect from me? When will I see results? 15

Successful sales leaders use tools and processes that engage their team members in self-assessment, personal ownership and accountability for individual results. 16 Review

thePlan 17  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.

18 Leadership: the art of getting someone else to do something you want done because he wants to do it. - Dwight D. Eisenhower