1. Building Your Organization - Hiring The Right Sales Talent Presented By: Christopher J. Bilotta Resource Development Company, Inc.

2. Introduction Purpose Discuss attributes/profile of sales managers vs. individual sales people How to identify, evaluate, and hire the right individuals Presenter Profile President, RDC, Inc. (www.rdcinc.com) 15+ years in executive search CPRW, CPA Drexel University: BS Business, MBA www.christopherbilotta.com

3. Questions to Ponder What makes a successful Sales Manager? What makes a successful Salesperson? Are the two mutually exclusive? Should they be mutually exclusive?

4. A Frequent Dilemma

5. Two Sides of The Same Coin Its usually a bad idea to have a super salesperson and a sales manager in the same person. If you have a super salesperson rather than a sales manager, you ultimately have a bottleneck to progress and the teams long- term success. The best athlete does not necessarily make the best coach.

6. Downsides of Two In One If a SM gets involved with one deal, the sales team comes to expect help on all deals. It becomes hard to persuade customers of the super salesperson/sales manager to go back to normal treatment. The super salesperson/sales manager might win one or two deals, but probably lose many more as a consequence.

7. The Ultimate Sales Manager The Role Not achieving direct sales results by themselves. The Goal Driving sales results through other people.

8. SM Profile - What Really Matters Specific product knowledge is nice to have, but not a must Transferable skill-set Track record Leader and Manager - cultivated and developed through training and experience

9. SM Position Requirements Organization (Hard skills) Evaluate and understand each individual Assess strengths and weaknesses Develop structure/process Implement effective use of technology Set team and individual goals Maintain accountability Management (Soft skills) Lead and direct Train and coach Inspire and motivate

10. Keys To SM Hiring – Areas To Probe Recruitment Onboarding Process Metrics Compensation Plans Skill Development Leadership

11. Effective Interviewing Behavioral / Situational Model Request a Plan Critical thinking Writing skills Ability to follow directions Ability to meet deadlines Profile Assessments (Caliper, DISC) References / Background Checks

12. Leadership - Its All About Fit

13. Sales Manager – The First 100 Days Assess team Create a consistent, sustainable process Institute a sales forecasting system Identify priorities Agree on short vs. long term focus Reporting tool to senior management

14. Assess Team - Determine Skill vs. Will Identify what motivates the individual salesperson and develop a plan Raise the bar, but monitor carefully Do a better job of hiring top performers in the first place

15. Building A Sales Team Goal motivated vs. money motivated? Hit the goal and the money will follow How much money do you want to make vs. how much money do you need to make? Recognize the difference between the two

16. Right Person - Right Position

17. Next Steps Benchmark Competitors Identify Best in Class Companies Build an OPEC Recruiting Pipeline Ongoing Proactive Effective Comprehensive