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Master's certificate in sales management day 1 (march 2016)

This document provides an agenda and background information for a sales strategy workshop. The agenda covers topics like developing a strategic framework, differentiating through purpose and culture, and setting up an effective strategic planning cycle. Background details are provided on the workshop facilitator, including his experience in sales and marketing leadership roles. Examples are given of strategic frameworks like the four actions framework and strategy canvas tool that will be covered in the workshop.

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Master’s Certificate in Sales Management STRATEGY
Nick’s Bio - Highlights Career: ComputerLand Canada ◦ 8 Years in Sales and Sales Management ◦ Director of Marketing Softchoice Corporation ◦ VP of Sales ◦ VP of Marketing ◦ SVP of HR ◦ SVP of Business Development CultureByBrand Personal: Volunteering ◦ Led teams to Ghana, Rwanda, Bali, Sri Lanka, Kenya, Uganda and Guatemala ◦ Board Member for The Strongest Oak Fitness ◦ Master’s Swim Club member for 22 years ◦ Club President Married with one daughter
Agenda Today – Strategy! Context Learn a framework for leading strategy and differentiation discussions How a strong Purpose can inspire action and differentiation The role that Sales Leaders have in building healthy workplace cultures How to set up the strategic planning cycle for more successful sales outcomes Tomorrow: The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
Two ways to drive company financials: Decrease Costs Increase Revenue
Leverage (Creates Financial Health) Revenue Expenses Productivity
What Challenges are you Facing Today? Internally and Externally
Integrated Aligned Strategy Purpose Culture Leadership Performance Systems Execution Where is your biggest problem?
What is Your Unique Advantage? How meaningful and clear is Your Why? How well does Your culture* Support Your Brand and Strategy? *How we do things around here Are Your Leadership Behaviours aligned with the Desired Culture? What Systems get in the way of Your performance? How Effective are You at Achieving Desired Outcomes? Integrated Aligned Strategy Purpose Culture Leadership Performance Systems Execution
Corporate Strategy Learn a framework for leading strategy and differentiation discussions
Do you have a Strategy? Are you growing faster than your competition? Perform an Archeological Dig Congratulations! Keep Going! Hire a Strategy consultant Focus on Execution if Strategy seems right Do you have a clear focus? Yes Yes No No
Strategy Differentiation Focus (Choices) Value-Based Positioning Alignment Operational Excellence Static A Budget Product Strategy What it is: What it isn’t:
Examples Dell (circa 1990) ◦ Cut out the Middleman ◦ Low Cost ◦ Just in Time Manufacturing Apple ◦ Beautiful design ◦ Revamp ecosystems ◦ Fun, Utility Tim Horton’s ◦ Soup and Sandwiches ◦ Always Fresh coffee ◦ Homestyle lunches
What is your Strategy? What is unique about what you offer? Is there a unique focus that your company has? Are your resources and processes aligned to enable your strategy?
Strategy Canvas
Strategy Canvas
Time to Practice (strategycanvas.org) Pick one of your companies Inform the Group What do you do? Who are your customers? What makes you different Create the Factors of Competition for your industry Plot your company on the Strategy Canvas Plot at least one competitor Pick a presenter Time: 45 minutes
Groups Name Group 1 Group 2 Group 3 Group 4 Group 5
Reports from Workgroups
Four Actions Framework Break the Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve
Four Actions Framework (Southwest Airlines) Break the Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve Speed Friendly Service Seat Selection, Lounges, Meals, Frequent Flyer
Workgroups What Actions would you recommend for your Workshop Company?
Next Steps Take the Time to do this exercise for your company – it is worth it!
Strategy AND Execution 95% of employees cannot articulate their company’s strategy 2/3 of IT and HR initiatives do not support corporate strategy  Strategy is not cascaded to Marketing, Sales, etc. Differentiated Strategy ExecutionC M
Purpose HOW A STRONG PURPOSE CAN INSPIRE ACTION AND DIFFERENTIATION
Did You Notice? This morning we talked a lot about WHAT you do: Price Delivery Features Support Services But, we haven’t talked much about WHY you do it!
“People don’t buy what you do, They buy why you do it” Start with Why
Why you do it can be more compelling and more of a differentiator than any of the specific things you do.
Culture THE ROLE THAT SALES LEADERS HAVE IN BUILDING HEALTHY WORKPLACE CULTURES
1. Learn how sales drives the Culture of an organization 2. Recognize Culture as a competitive advantage 3. Commit to 2 actions from dialogue today to help you strengthen your organizational culture. Our goals for this topic 30
And more proof!
What is your 1-degree shift? THE WHY & WHAT HOW WE DO THINGS GETTING IT DONE!
Why is Culture important? -Peter Drucker, Management & Strategy Guru
Opening exercise - Brands you LOVE? Purpose: Explore GREAT brands you LOVE (or don’t!) and WHY Process (Groups of 4): 1. Brainstorm brands/companies you love (consumer or business brands) 2. Choose one you all (mostly) agree with…. 3. WHY– what is it the people/brand DO/SAY to make that happen? 4. What is link between BRAND & CULTURE/VALUES? Timing: 5 minutes 35
Brands we love are purposeful about their VALUES & cultures they create Ten Tenets of Culture: 1. Culture of learning 2. Culture of trust 3. Culture of interdependency 4. Culture of integrity 5. Culture of transparency 6. Culture of loyalty 7. Culture of respect 8. Culture of belonging and oneness 9. Culture of caring 10. Culture of fun
Definition of Values Values - A shorthand method of describing our individual and collective motivations and what is important to us. Values can be positive or potentially limiting. Positive Values: trust, creativity, passion, honesty, integrity, clarity Potentially Limiting Values: power, blame, greed, being liked
Values Drive Culture Values Behaviours Culture Brand Me We Internal External
39 Our Choices & behaviours BeliefsExperiences Our choices are rooted in deeper values, beliefs Values
Personal Values drive choices Decision Exercise 40
Drivers of Decisions? Purpose: Explore key drivers of a recent important decision you have made Process: In pairs: 1. Think about an important/tougher decision you have made in past 30 days (personal or at work) 2. What were the KEY DRIVERS, VALUES behind that decision? 3. Share decision & drivers with your partner 4. Be prepared to share 1 example/story with large group Timing: 5 minutes – small group discussion 5 minutes – present back a couple examples 41
Maslow’s Needs to Barrett’s Consciousness Needs Consciousness Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow
SELFLESS SERVICE Being your purpose. Compassion, humility, forgiveness. Caring for humanity and the planet. MAKING A POSITIVE DIFFERENCE IN THE WORLD Living your purpose. Empathy, alliances, cooperation, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual) FINDING MEANING IN EXISTENCE Finding your purpose. integrity, honesty, authenticity, passion, enthusiasm, creativity and humour & fun. LETTING GO OF FEARS Finding the courage to grow and develop Adaptability, life long learning, continuous renewal and personal growth. FEELING A SENSE OF SELF WORTH Confidence, competence, self-reliance. Fear: I am not enough. Leads to need for respect and recognition and power, authority or status seeking. FEELING PROTECTED AND LOVED Family, friendship, loyalty, safety. Fear: I am not loved enough. Leads to jealousy, blame and discrimination. SATISFYING PHYSIOLOGICAL & SURVIVAL NEEDS Health, security, financial stability. Fear: I do not have enough. Leads to control, domination, demanding and impatience. Barrett’s Seven Levels of ConsciousnessPersonal Values www.valuescentre.com © Barrett Values Centre SelfinterestCommonGood
YOUR PERSONAL VALUES? Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
Values Drive Culture Values Behaviours Culture Brand Me We Internal External
Barrett’s CVA (Culture Values assessment) – 3 Dimensions Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Cultural Entropy: Current Culture Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
Company Example #1 – Higher Entropy,Weaker Culture profit 171 1(O) safety 171 1(O) cost reduction (L) 164 1(O) confusion (L) 122 3(O) results orientation 96 3(O) customer satisfaction 95 2(O) bureaucracy (L) 92 3(O) productivity 91 3(O) teamwork 87 4(R) blame (L) 86 2(R) customer satisfaction 211 2(O) accountability 169 4(R) teamwork 131 4(R) quality 130 3(O) continuous improvement 119 4(O) customer collaboration 103 6(O) employee engagement 97 5(O) employee recognition 90 2(R) efficiency 88 3(O) coaching/ mentoring 87 6(R) Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 0 CC - DC 2 PV - DC 1 Cultural Entropy: Current Culture 29% accountability 162 4(R) honesty 161 5(I) family 125 2(R) respect 119 2(R) positive attitude 103 5(I) humour/ fun 101 5(I) continuous learning 99 4(I) leadership 98 6(I) pride 97 3(I) trust 94 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
Company Example #2 – Lower Entropy, Strong Culture customer satisfaction 53 2(O) brand image 48 3(O) employee engagement 37 5(O) employee recognition 37 2(R) results orientation 33 3(O) cost reduction (L) 32 1(O) teamwork 32 4(R) accountability 31 4(R) continuous improvement 29 4(O) environmental awareness 27 6(S) teamwork 54 4(R) accountability 44 4(R) employee engagement 38 5(O) continuous improvement 36 4(O) customer satisfaction 36 2(O) coaching/ mentoring 34 6(R) cross group collaboration 32 6(O) continuous learning 28 4(O) employee recognition 27 2(R) adaptability 25 4(I) information sharing 25 4(O) leadership development 25 6(O) Values Plot October 7, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 1 CC - DC 6 PV - DC 2 Cultural Entropy: Current Culture 14% accountability 65 4(R) positive attitude 50 5(I) commitment 35 5(I) continuous learning 35 4(I) family 34 2(R) honesty 34 5(I) respect 34 2(R) integrity 33 5(I) humour/ fun 32 5(I) trust 30 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
Current State Culture Desired State Culture • 10 key themes/descriptors of our CURRENT culture? • How many/which ones are potentially limiting? • 10 themes/descriptors of our DESIRED culture? • What are 3-5 key themes? • What do you feel is the #1 theme to “move on” in the next 12 months? Why? Your Organization/Team Culture: A Framework
Core Values & “Coachable” Behaviours – Example Pursue your Potential Deliver on Customer promises Listen & Connect Cross group collaboration What it looks like: • Mistakes are Ok but Learn! • Dare to Dream • Plan for Failure • Learn & Grow What it looks like: • Be a true partner • Be clear on expectations • Customize solutions • Customer driven in all we do What it looks like: • Connecting to others views • Acknowledging differences • 2 way communication • Putting yourself in others shoes What it looks like: • Team=beyond silos • Align expectations • “Share the ball” • Leverage Strengths • Share credit What it is not: • Playing Safe • Repeated Failure • Living in the Past • “We Tried that Before” What it is not: • “Handcuffs” • Internal before Customer metrics • “That’s the way it’s always been “ What it is not: • Being self- centred • Non-caring • Being condescending • Interrupting someone What it is not: • Pointing Fingers • Silos • Throwing People under the bus • Going Rogue Own the Solution What it looks like: • Picking up the Garbage • Do what you Say • Find a remedy vs a fault • Bear the Consequences What it is not: • Blaming others • Letting others off the hook • “Not My Job”
What are you tolerating? 51
JUST WHEN THE GATES CLOSE, THIS IS HOW THE TRAFFIC LOOKS. When I was in India in 2015:
DRIVERS START OCCUPYING THE FAR LANE AS WELL WITH UTTER DISRESPECT TO TRAFFIC RULES. After a while…
3 Unwanted Culture Impacts: People choose one of three tactics if you don’t manage the worst behaviour: 1. Engage in the same bad behaviour - the Aggressive approach “Why should I obey the rules if there are no consequences?” 2. Disengage – become a Passive disengaged employee “Why should I make any extra effort – only the people that break the rules are getting ahead.” 3. Become Passive/Aggressive about the bad behaviour “I will go out of my way to avoid working with any of the people who are breaking the rules.”
1. Create values that resonate (avoid “motherhood & apple pie!) and support strategy 2. Craft specific “coachable behaviours” that support the values 3. Be highly intentional and use values day – to –day to coach, recognize, shape culture 4. Integrate values into performance reviews & have a variable compensation piece to reinforce them 5. Conduct leadership assessments, development that integrate with values (strategic leadership development) What is 1 best practice from above you want to activate? 5 Culture/Values best practices 55
Action Plan What are 2 things you can take away/apply from today? Who can you share it with to help activate?
What is your Culture? Is it Unique? What are your Company’s Values? What Behaviours do you manage? When Sales People are destructive to your culture what do you do?
What did we learn? How does your culture help you to differentiate?
Cascading the Strategy HOW TO SET UP THE STRATEGIC PLANNING CYCLE FOR MORE SUCCESSFUL SALES OUTCOMES
Strategy and Planning Strategic Plan Marketing Plan Sales Plan Customer Plan
Marketing – often a big gap! The Marketing View “Having Sales People is a strategic choice. We spend money on sales people because it is the best way to get our message to market. The number of sales people and the role they play is a choice related to strategy!”
•Revenue Growth •SGA as % or RevenueKPI •Cost of Customer Acquisition •Business MixKPI •Sales % of Plan •Growth Rate •Sales Comp as % of Revenue KPI •Customer Retention •Customer Satisfaction KPI Planning Strategic Plan Marketing Plan Sales Plan Customer Plan Vision Overall Business View 3-5 Year Horizon Financial Goals Company Structure Leverage Investment Market-Centric - 1 Year Horizon What Segments? What Offers? What Competition? Differentiation Marketing Spend Execution-Centric - 1 Year Horizon Territories Coverage Sales Comp Business Mix Biz plan for each market Customer-Based - Quarterly or Annually Customer Value Proposition Growth Goals Objectives
Marketing Plan Elements Section 1: Market Analysis Section 2: Situation Analysis Section 3: Marketing Strategy Section 4: Implementation Section 5: Financial Summary - Outcomes
Marketing Strategy What are we Selling? • Products • Services • Mix and Lifecycle • Portfolio Analysis Who do we sell it to? • By Product • By Segment • By Geography • By Channel Value Proposition • Pricing Strategy • Margin Objectives • Angel Customers • Demon Customers How do we Sell it? • Sales Force • Social Media Plan • Website • Advertising
Glancing Back and Forward Today – Strategy!  Context  Learn a framework for leading strategy and differentiation discussions  How a strong Purpose can inspire action and differentiation  The role that Sales Leaders have in building healthy workplace cultures  How to set up the strategic planning cycle for more successful sales outcomes The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
Contact Nick Foster Cell: 416-275-0776 Email: nick@culturexbrand.com
© 2 0 1 3 B Y N I C K F O S T E R O N B E H A L F O F S C H U L I C H E X E C U T I V E E D U C A T I O N C E N T R E ( S E E C ) . A L L R I G H T S R E S E R V E D . N O P A R T O F T H I S P U B L I C A T I O N M A Y B E R E P R O D U C E D , S T O R E D I N A R E T R I E V A L S Y S T E M , O R T R A N S M I T T E D I N A N Y F O R M O R B Y A N Y M E A N S , E L E C T R O N I C , M E C H A N I C A L , R E C O R D I N G , P H O T O C O P Y I N G O R O T H E R W I S E , W I T H O U T W R I T T E N P E R M I S S I O N O F T H E C O P Y R I G H T H O L D E R .

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Master's certificate in sales management day 1 (march 2016)

  • 1.
  • 2.
    Nick’s Bio -Highlights Career: ComputerLand Canada ◦ 8 Years in Sales and Sales Management ◦ Director of Marketing Softchoice Corporation ◦ VP of Sales ◦ VP of Marketing ◦ SVP of HR ◦ SVP of Business Development CultureByBrand Personal: Volunteering ◦ Led teams to Ghana, Rwanda, Bali, Sri Lanka, Kenya, Uganda and Guatemala ◦ Board Member for The Strongest Oak Fitness ◦ Master’s Swim Club member for 22 years ◦ Club President Married with one daughter
  • 3.
    Agenda Today – Strategy! Context Learna framework for leading strategy and differentiation discussions How a strong Purpose can inspire action and differentiation The role that Sales Leaders have in building healthy workplace cultures How to set up the strategic planning cycle for more successful sales outcomes Tomorrow: The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
  • 4.
    Two ways todrive company financials: Decrease Costs Increase Revenue
  • 5.
  • 6.
    What Challenges areyou Facing Today? Internally and Externally
  • 7.
  • 8.
    What is YourUnique Advantage? How meaningful and clear is Your Why? How well does Your culture* Support Your Brand and Strategy? *How we do things around here Are Your Leadership Behaviours aligned with the Desired Culture? What Systems get in the way of Your performance? How Effective are You at Achieving Desired Outcomes? Integrated Aligned Strategy Purpose Culture Leadership Performance Systems Execution
  • 9.
    Corporate Strategy Learn a frameworkfor leading strategy and differentiation discussions
  • 10.
    Do you havea Strategy? Are you growing faster than your competition? Perform an Archeological Dig Congratulations! Keep Going! Hire a Strategy consultant Focus on Execution if Strategy seems right Do you have a clear focus? Yes Yes No No
  • 11.
  • 12.
    Examples Dell (circa 1990) ◦Cut out the Middleman ◦ Low Cost ◦ Just in Time Manufacturing Apple ◦ Beautiful design ◦ Revamp ecosystems ◦ Fun, Utility Tim Horton’s ◦ Soup and Sandwiches ◦ Always Fresh coffee ◦ Homestyle lunches
  • 13.
    What is yourStrategy? What is unique about what you offer? Is there a unique focus that your company has? Are your resources and processes aligned to enable your strategy?
  • 14.
  • 15.
  • 17.
    Time to Practice (strategycanvas.org) Pickone of your companies Inform the Group What do you do? Who are your customers? What makes you different Create the Factors of Competition for your industry Plot your company on the Strategy Canvas Plot at least one competitor Pick a presenter Time: 45 minutes
  • 18.
    Groups Name Group 1Group 2 Group 3 Group 4 Group 5
  • 19.
  • 20.
    Four Actions Framework Breakthe Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve
  • 21.
    Four Actions Framework (SouthwestAirlines) Break the Trade-off Between Low Cost and Differentiation Eliminate Create Raise Reduce Which Factors should be reduced well below the Industry’s standard? Which Factors should be created that the industry Has never offered? Which Factors that the industry has long competed on should be eliminated? Which Factors should be raised Well above the Industry’s standard? New Value Curve Speed Friendly Service Seat Selection, Lounges, Meals, Frequent Flyer
  • 22.
    Workgroups What Actions wouldyou recommend for your Workshop Company?
  • 23.
    Next Steps Take theTime to do this exercise for your company – it is worth it!
  • 24.
    Strategy AND Execution 95%of employees cannot articulate their company’s strategy 2/3 of IT and HR initiatives do not support corporate strategy  Strategy is not cascaded to Marketing, Sales, etc. Differentiated Strategy ExecutionC M
  • 25.
    Purpose HOW A STRONGPURPOSE CAN INSPIRE ACTION AND DIFFERENTIATION
  • 26.
    Did You Notice? Thismorning we talked a lot about WHAT you do: Price Delivery Features Support Services But, we haven’t talked much about WHY you do it!
  • 27.
    “People don’t buywhat you do, They buy why you do it” Start with Why
  • 28.
    Why you doit can be more compelling and more of a differentiator than any of the specific things you do.
  • 29.
    Culture THE ROLE THATSALES LEADERS HAVE IN BUILDING HEALTHY WORKPLACE CULTURES
  • 30.
    1. Learn howsales drives the Culture of an organization 2. Recognize Culture as a competitive advantage 3. Commit to 2 actions from dialogue today to help you strengthen your organizational culture. Our goals for this topic 30
  • 32.
  • 33.
    What is your1-degree shift? THE WHY & WHAT HOW WE DO THINGS GETTING IT DONE!
  • 34.
    Why is Cultureimportant? -Peter Drucker, Management & Strategy Guru
  • 35.
    Opening exercise -Brands you LOVE? Purpose: Explore GREAT brands you LOVE (or don’t!) and WHY Process (Groups of 4): 1. Brainstorm brands/companies you love (consumer or business brands) 2. Choose one you all (mostly) agree with…. 3. WHY– what is it the people/brand DO/SAY to make that happen? 4. What is link between BRAND & CULTURE/VALUES? Timing: 5 minutes 35
  • 36.
    Brands we loveare purposeful about their VALUES & cultures they create Ten Tenets of Culture: 1. Culture of learning 2. Culture of trust 3. Culture of interdependency 4. Culture of integrity 5. Culture of transparency 6. Culture of loyalty 7. Culture of respect 8. Culture of belonging and oneness 9. Culture of caring 10. Culture of fun
  • 37.
    Definition of Values Values- A shorthand method of describing our individual and collective motivations and what is important to us. Values can be positive or potentially limiting. Positive Values: trust, creativity, passion, honesty, integrity, clarity Potentially Limiting Values: power, blame, greed, being liked
  • 38.
    Values Drive Culture ValuesBehaviours Culture Brand Me We Internal External
  • 39.
    39 Our Choices & behaviours BeliefsExperiences Ourchoices are rooted in deeper values, beliefs Values
  • 40.
    Personal Values drivechoices Decision Exercise 40
  • 41.
    Drivers of Decisions? Purpose: Explorekey drivers of a recent important decision you have made Process: In pairs: 1. Think about an important/tougher decision you have made in past 30 days (personal or at work) 2. What were the KEY DRIVERS, VALUES behind that decision? 3. Share decision & drivers with your partner 4. Be prepared to share 1 example/story with large group Timing: 5 minutes – small group discussion 5 minutes – present back a couple examples 41
  • 42.
    Maslow’s Needs toBarrett’s Consciousness Needs Consciousness Self-Actualization Richard Barrett Safety Love & Belonging Self-esteem Physiological Safety Love & Belonging Self-esteem Know and Understand Abraham Maslow
  • 43.
    SELFLESS SERVICE Being yourpurpose. Compassion, humility, forgiveness. Caring for humanity and the planet. MAKING A POSITIVE DIFFERENCE IN THE WORLD Living your purpose. Empathy, alliances, cooperation, intuition, mentoring and focus on wellbeing (physical, emotional, mental, spiritual) FINDING MEANING IN EXISTENCE Finding your purpose. integrity, honesty, authenticity, passion, enthusiasm, creativity and humour & fun. LETTING GO OF FEARS Finding the courage to grow and develop Adaptability, life long learning, continuous renewal and personal growth. FEELING A SENSE OF SELF WORTH Confidence, competence, self-reliance. Fear: I am not enough. Leads to need for respect and recognition and power, authority or status seeking. FEELING PROTECTED AND LOVED Family, friendship, loyalty, safety. Fear: I am not loved enough. Leads to jealousy, blame and discrimination. SATISFYING PHYSIOLOGICAL & SURVIVAL NEEDS Health, security, financial stability. Fear: I do not have enough. Leads to control, domination, demanding and impatience. Barrett’s Seven Levels of ConsciousnessPersonal Values www.valuescentre.com © Barrett Values Centre SelfinterestCommonGood
  • 44.
    YOUR PERSONAL VALUES? ValuesPlot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
  • 45.
    Values Drive Culture ValuesBehaviours Culture Brand Me We Internal External
  • 46.
    Barrett’s CVA (CultureValues assessment) – 3 Dimensions Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Cultural Entropy: Current Culture Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1
  • 47.
    Company Example #1– Higher Entropy,Weaker Culture profit 171 1(O) safety 171 1(O) cost reduction (L) 164 1(O) confusion (L) 122 3(O) results orientation 96 3(O) customer satisfaction 95 2(O) bureaucracy (L) 92 3(O) productivity 91 3(O) teamwork 87 4(R) blame (L) 86 2(R) customer satisfaction 211 2(O) accountability 169 4(R) teamwork 131 4(R) quality 130 3(O) continuous improvement 119 4(O) customer collaboration 103 6(O) employee engagement 97 5(O) employee recognition 90 2(R) efficiency 88 3(O) coaching/ mentoring 87 6(R) Values Plot September 30, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 0 CC - DC 2 PV - DC 1 Cultural Entropy: Current Culture 29% accountability 162 4(R) honesty 161 5(I) family 125 2(R) respect 119 2(R) positive attitude 103 5(I) humour/ fun 101 5(I) continuous learning 99 4(I) leadership 98 6(I) pride 97 3(I) trust 94 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
  • 48.
    Company Example #2– Lower Entropy, Strong Culture customer satisfaction 53 2(O) brand image 48 3(O) employee engagement 37 5(O) employee recognition 37 2(R) results orientation 33 3(O) cost reduction (L) 32 1(O) teamwork 32 4(R) accountability 31 4(R) continuous improvement 29 4(O) environmental awareness 27 6(S) teamwork 54 4(R) accountability 44 4(R) employee engagement 38 5(O) continuous improvement 36 4(O) customer satisfaction 36 2(O) coaching/ mentoring 34 6(R) cross group collaboration 32 6(O) continuous learning 28 4(O) employee recognition 27 2(R) adaptability 25 4(I) information sharing 25 4(O) leadership development 25 6(O) Values Plot October 7, 2015Copyright 2015 Barrett Values Centre I = Individual R = Relationship Black Underline = PV & CC Orange = PV, CC & DC Orange = CC & DC Blue = PV & DC P = Positive L = Potentially Limiting (white circle) O = Organisational S = Societal Matches PV - CC 1 CC - DC 6 PV - DC 2 Cultural Entropy: Current Culture 14% accountability 65 4(R) positive attitude 50 5(I) commitment 35 5(I) continuous learning 35 4(I) family 34 2(R) honesty 34 5(I) respect 34 2(R) integrity 33 5(I) humour/ fun 32 5(I) trust 30 5(R) Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC) 7 6 5 4 3 2 1 IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
  • 49.
    Current State CultureDesired State Culture • 10 key themes/descriptors of our CURRENT culture? • How many/which ones are potentially limiting? • 10 themes/descriptors of our DESIRED culture? • What are 3-5 key themes? • What do you feel is the #1 theme to “move on” in the next 12 months? Why? Your Organization/Team Culture: A Framework
  • 50.
    Core Values &“Coachable” Behaviours – Example Pursue your Potential Deliver on Customer promises Listen & Connect Cross group collaboration What it looks like: • Mistakes are Ok but Learn! • Dare to Dream • Plan for Failure • Learn & Grow What it looks like: • Be a true partner • Be clear on expectations • Customize solutions • Customer driven in all we do What it looks like: • Connecting to others views • Acknowledging differences • 2 way communication • Putting yourself in others shoes What it looks like: • Team=beyond silos • Align expectations • “Share the ball” • Leverage Strengths • Share credit What it is not: • Playing Safe • Repeated Failure • Living in the Past • “We Tried that Before” What it is not: • “Handcuffs” • Internal before Customer metrics • “That’s the way it’s always been “ What it is not: • Being self- centred • Non-caring • Being condescending • Interrupting someone What it is not: • Pointing Fingers • Silos • Throwing People under the bus • Going Rogue Own the Solution What it looks like: • Picking up the Garbage • Do what you Say • Find a remedy vs a fault • Bear the Consequences What it is not: • Blaming others • Letting others off the hook • “Not My Job”
  • 51.
    What are youtolerating? 51
  • 52.
    JUST WHEN THEGATES CLOSE, THIS IS HOW THE TRAFFIC LOOKS. When I was in India in 2015:
  • 53.
    DRIVERS START OCCUPYINGTHE FAR LANE AS WELL WITH UTTER DISRESPECT TO TRAFFIC RULES. After a while…
  • 54.
    3 Unwanted CultureImpacts: People choose one of three tactics if you don’t manage the worst behaviour: 1. Engage in the same bad behaviour - the Aggressive approach “Why should I obey the rules if there are no consequences?” 2. Disengage – become a Passive disengaged employee “Why should I make any extra effort – only the people that break the rules are getting ahead.” 3. Become Passive/Aggressive about the bad behaviour “I will go out of my way to avoid working with any of the people who are breaking the rules.”
  • 55.
    1. Create valuesthat resonate (avoid “motherhood & apple pie!) and support strategy 2. Craft specific “coachable behaviours” that support the values 3. Be highly intentional and use values day – to –day to coach, recognize, shape culture 4. Integrate values into performance reviews & have a variable compensation piece to reinforce them 5. Conduct leadership assessments, development that integrate with values (strategic leadership development) What is 1 best practice from above you want to activate? 5 Culture/Values best practices 55
  • 56.
    Action Plan What are2 things you can take away/apply from today? Who can you share it with to help activate?
  • 57.
    What is yourCulture? Is it Unique? What are your Company’s Values? What Behaviours do you manage? When Sales People are destructive to your culture what do you do?
  • 58.
    What did welearn? How does your culture help you to differentiate?
  • 59.
    Cascading the Strategy HOW TO SETUP THE STRATEGIC PLANNING CYCLE FOR MORE SUCCESSFUL SALES OUTCOMES
  • 60.
  • 61.
    Marketing – oftena big gap! The Marketing View “Having Sales People is a strategic choice. We spend money on sales people because it is the best way to get our message to market. The number of sales people and the role they play is a choice related to strategy!”
  • 62.
    •Revenue Growth •SGA as% or RevenueKPI •Cost of Customer Acquisition •Business MixKPI •Sales % of Plan •Growth Rate •Sales Comp as % of Revenue KPI •Customer Retention •Customer Satisfaction KPI Planning Strategic Plan Marketing Plan Sales Plan Customer Plan Vision Overall Business View 3-5 Year Horizon Financial Goals Company Structure Leverage Investment Market-Centric - 1 Year Horizon What Segments? What Offers? What Competition? Differentiation Marketing Spend Execution-Centric - 1 Year Horizon Territories Coverage Sales Comp Business Mix Biz plan for each market Customer-Based - Quarterly or Annually Customer Value Proposition Growth Goals Objectives
  • 63.
    Marketing Plan Elements Section1: Market Analysis Section 2: Situation Analysis Section 3: Marketing Strategy Section 4: Implementation Section 5: Financial Summary - Outcomes
  • 64.
    Marketing Strategy What are weSelling? • Products • Services • Mix and Lifecycle • Portfolio Analysis Who do we sell it to? • By Product • By Segment • By Geography • By Channel Value Proposition • Pricing Strategy • Margin Objectives • Angel Customers • Demon Customers How do we Sell it? • Sales Force • Social Media Plan • Website • Advertising
  • 65.
    Glancing Back andForward Today – Strategy!  Context  Learn a framework for leading strategy and differentiation discussions  How a strong Purpose can inspire action and differentiation  The role that Sales Leaders have in building healthy workplace cultures  How to set up the strategic planning cycle for more successful sales outcomes The 5 Worst Errors of Sales Strategy! 1. Why we shouldn’t treat all customers the same 2. Why we need to adjust the sales people and management processes when the sales cycle gets longer 3. Why a good sales forecast review is a strategic investment 4. How sales incentives and compensation are not everything 5. Why managing leading indicators is more strategic
  • 66.
  • 67.
    © 2 01 3 B Y N I C K F O S T E R O N B E H A L F O F S C H U L I C H E X E C U T I V E E D U C A T I O N C E N T R E ( S E E C ) . A L L R I G H T S R E S E R V E D . N O P A R T O F T H I S P U B L I C A T I O N M A Y B E R E P R O D U C E D , S T O R E D I N A R E T R I E V A L S Y S T E M , O R T R A N S M I T T E D I N A N Y F O R M O R B Y A N Y M E A N S , E L E C T R O N I C , M E C H A N I C A L , R E C O R D I N G , P H O T O C O P Y I N G O R O T H E R W I S E , W I T H O U T W R I T T E N P E R M I S S I O N O F T H E C O P Y R I G H T H O L D E R .