1. Sales Managed Environment®
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2. Good, Bad & Ugly
SME Setting Standards ©ACTGLLC

3. Building a Sales Managed Environment®
Standards & Accountability
Motivation that Works
Coach for Success
Hire Better Bankers
Upgrade Your Team
Coach the Effective Selling System
Why SME ©ACTGLLC

4. Standards & Accountability
Setting Standards
Accountability
Commitment 4
SME Setting Standards ©ACTGLLC

5. 1st Base Setting Standards Standards Extraordinary
Shadow of the Leader
SME Setting Standards ©ACTGLLC

6. 2nd Base Accountability Accountability What they commit to
Reward success, discipline failure
No Excuses
SME Setting Standards ©ACTGLLC

7. 3rd Base Commitment Commitment Inside job Can’t train it
Can’t teach it
Can’t demand it
Can demonstrate
Define it
Decide to have it on your team
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8. Setting Standards & Accountability
Extraordinary Standards
Measuring Success 8
SME Setting Standards ©ACTGLLC

9. Shadow of the Leader Play the movie clip! Coach Carter
SME Setting Standards ©ACTGLLC

10. Performance Goals – How is Success Evaluated?
LOB Objectives
Monthly
Goal
Weekly Success Gauge?
Required Needle Position for Success
Ex: New loans
$200,000.00
New business appointments
20 per week
Discuss and gain agreement
SME Setting Standards ©ACTGLLC

11. Set the Extraordinary Standard
Critical Success Factor:
_________________
12 Months from Now
Extraordinary
Excellent
Good
Poor
Failing
Lead thru the exercise and then have them break into groups to role play how they will take their OMs through this exercise. They should take turns being DM and OM.
SME Setting Standards ©ACTGLLC

12. What to Measure? Why measure What gets measured Establish expectations
Best way to collect and inspect
Then what?
SME Setting Standards ©ACTGLLC

13. Accountability Matrix - What Moves Gets Measured
Sales Activity
Measured – yes or no
What are the performance expectations?
How often must I review?
What I need to do?
4 words: how they fail: ‘gradually and then suddenly’. When do you want to know that someone is off track from success? Accountability matrix and success formula when managed will help identify shortfalls early on.
SME Setting Standards ©ACTGLLC

14. Expect Excuses
What are they – comments where there is a transfer of responsibility
What they do – lower the standards, performance and outcomes
Why you have to eliminate them – excuses permeate an entire organization
Excuses – theory
What are they – comments where there is a transfer of responsibility
What they do – lower the standards, performance and outcomes
Why you have to eliminate them – excuses permeate an entire organization
{If at First You Don’t Succeed, Lower Your Expectations (Repeat as Necessary)} 14
SME Setting Standards ©ACTGLLC

15. “If I did not let you use that excuse, what would you do differently?”
Excuses – practice
What are they
They
Them
You
How do you respond: If I didn’t ….
“If I did not let you use that excuse, what would you do differently?”
SME Setting Standards ©ACTGLLC

16. Your Team’s Commitment
Your Commitment
Your Team’s Commitment
SME Setting Standards ©ACTGLLC

17. Part 1 - Are You Committed? What is the Evidence?
Your team says that you are totally committed to being successful in your role as a _________________ What would they tell me to convince me that this is true?
___________________________
Typical answers:
Works really hard and late
Helps me with my operations problems
Always available if I need him/her
Helps me prep for my meetings
Represents the company well
What they should say if totally committed:
Takes risk
Fails
Achieves/exceeds goals
Does everything possible to succeed
SME Setting Standards ©ACTGLLC

18. Part 2 - Are You Committed? What is the Evidence?
Your team says that you are NOT totally committed to being successful in your role as a _________________ What would they tell me to convince me that this is true?
___________________________
Typical answers
Is late for meetings
Cancels meetings with me and prospects
Doesn’t follow up on issues he says he will
Doesn’t meet his goals
Does not always walk the talk
SME Setting Standards ©ACTGLLC

19. Commitment – Your People
How do you know your people are committed to success in their profession? How do you know your people are committed to the vision, mission, and objectives of the company? In what category will you place your people?
Commitment – Your People
Round the room have discussion around each question
SME Setting Standards ©ACTGLLC

20. Categories Coast to Coast WITALAIITU WIT
Introduce concept of each and then following pages go into detail. Bring group back to this page to put all on the list.
SME Setting Standards ©ACTGLLC

21. Commitment – Your People
Coast to Coast
WITALAIITU
WIT
SME Setting Standards ©ACTGLLC

22. Commitment – Your People
Coast to Coast
WITALAIITU
WIT
SME Setting Standards ©ACTGLLC

23. Commitment – Your People
Coast to Coast
WITALAIITU
WIT
SME Setting Standards ©ACTGLLC

24. Activity and Skill Focus Objective and Outcomes
Coach’s Forum
Activity and Skill Focus
Objective and Outcomes
My Action Items
Break into groups and assign roles: Manager, RM and Observer (then rotate)
Each Manager of the group should role play having the “Extraordinary” discussion with their team using page 11. Person role playing RM should provide feedback and questions about their goals as well. Emulate real situations where possible.
Group should debrief and discuss best practices noted.
Document and master the ability to set and communicate extraordinary standards. You must be able to demonstrate competency in this area of leadership.
Group breaks into several groups of 3/4. Participants are to take notes in each session of coaching, drill for skill and role play for their personal action items. At the conclusion of this Coach’s Forum, you will go around the room and ask for their action items identified.
SME Setting Standards ©ACTGLLC

25. Activity and Skill Focus Objective and Outcomes
Coach’s Forum
Activity and Skill Focus
Objective and Outcomes
My Action Items
Break into groups and assign roles: Manager, RM and Observer (then rotate)
Each Manager of the group should role play having the “No Excuses” discussion with their team using pages 14, 15. Must ask: how are you handling today, how long has this been going on, why is this still a problem? Use real situations where possible.
Group should debrief and discuss best practices noted.
Master the ability to have the tough conversation with your salespeople when they are making excuses for their performance. You must be able to demonstrate competency in this area of leadership.
Group breaks into several groups of 3/4. Participants are to take notes in each session of coaching, drill for skill and role play for their personal action items. At the conclusion of this Coach’s Forum, you will go around the room and ask for their action items identified.
SME Setting Standards ©ACTGLLC

26. MAP: My Action Plans Action Items Next Step By When? 1. 2. 3.
SME Setting Standards ©ACTGLLC