CREATING GLOBAL BUSINESS LEADERS

WINTER NATIONAL CONFERENCE 2013, CHICAGO

TALENT MANAGEMENT TRACK

WHAT IS A GLOBAL BUSINESS LEADER?

STORY TIME

VISIONINGDivide your paper into quadrants:

• Draw how your current ICX TMP looks like• Draw how you envision it to look like for 2014• Draw what your current sales culture is like• Draw what you want you want LC sales culture

looks like

HOW CAN TM SUPPORT IGIP?

Enhance Talent

Capacity

Ensure quality of experience

(learning)

WHAT IS THE SALES DEVELOPMENT PROGRAM?

The Sales Development Program is a program designed to build national sales capacity through a designed team

experience flow that includes resources and activities for ICX and TM teams to work together to build core capacity.

By following this program you will be able to deliver high quality ICX team experiences and achieve collaborative

synergy on a local level.

SALES CAPACITY

Sales Capacity July August September October November December

Total Number of Meetings 30 32 66 194 156 33

Total Number of People w/ 1+ Meetings 16 19 40 108 92 21

Total Number of People w/ 4+ Meetings 2 2 2 10 5 1

Total Number of LCs w/ 1+ Meetings 13 13 10 30 31 15

TYPICAL SALES FORCE COMPOSITION

20% Stars

70% Core Performers

10% Laggards

•No stars or very few stars

•Stars are not performing in their best way

•Poor capacity of core performers

•Too many laggards

CORE PERFORMER CAPACITY

80%

UNDERSTANDING WHAT A SALES PROFILE ISWHAT TO LOOK FOR AND WHAT TO AVOID?

Results oriented

Modest & Humble

Reliable

Problem Solvers

Good planners

Curious

Independent

Easily discouraged

People pleasers

Easily embarrassed

Uncommitted

HOW TO IDENTIFY THEM

Results oriented

Modest & Humble

Reliable

Problem Solvers

Good planners

Curious

Persuasive

Grades are a good proxy

Ask about strengths and weaknesses

Consistent extra-curricular - Assessment Center

Situational questions and activities in AC

Ask to improvise a budget - ask if they use agenda

Consistent extra-curricular - AC

Sense of humor and charisma. Fast sales pitch.

INCREASING SALES INTENSITYIN YOUR LC

________________

EARLY SUCCESS WINDOW FOR NEW MEMBERS

•Sales members need to feel successful, confident

•Have sales meetings ready for them to attend when they join

•Give them training fast so they can raise first sales meetings in first two weeks

•Should attend one meeting of their own with positive and constructive feedback after one month

“Own our promise” for iGIP

Every team and every member raises meetings for iGIP

iGIP sales trainings for members for all members of the LC

Competition against other LCs

CREATING LC OWNERSHIP OF IGIP

High standards and strict accountability

Transparency of performance for all team members

Coaching based on performance

SALES TEAM LEADERSHIP

HIGH STANDARDS AND STRICT ACCOUNTABILITY

Minimum KPI for membership in the sales team, based on the goal

If KPIs aren’t achieved continually, member given “two-weeks notice”

If performance doesn’t change, member should be dismissed or moved to another team

BUILD CORE-PERFORMER CAPACITY

HR

Intensity

Incentive

Coaching & Training

CULTURE OF

SALES*

• How many sellers do you

have?

• How many performing

sellers do you have?

• Is it supporting you to

achieve your goal?

BUILD CORE-PERFORMER CAPACITY

Step 4: Coach and train your sellers

Principle 1:

70% Practice+20% Feedback+10% Training

Principle 2:

70% Product/Market knowledge+30% soft sales

skills

CREATE MORE AND BETTER STARS

20%

• Do you know who are

your Sales Stars?

• What do you do with

them?

•Number of active sales

members

•% of active sales teams

•Retention rate in sales

members

•Conversion rate per member

•Applicants for higher leadership

sales positions

Track by TM Track by iGIP

MEASURE OF SUCCESS

Number of right Raises made through sales development program implementation

KPIs

PLANNING TIME!

WHAT’S NEXT FOR SALES DEVELOPMENT PROGRAM?

•Your LC can apply to be a pilot LC for Spring 2014

•Full myaiesec.net wiki page with every resource you need

•Virtual Education sessions

KEY FINDINGS

• What are the behavioral changes you need to make to make this strategy successful?

• What are your action steps when you get back to your LCs?