Work Samples by Mike Payne

Senior Instructional Designer

Table of Contents

• Introduction– Biography– Resume– Professional Philosophies– Reference Letters

• Work Samples (Print Content)– Real Estate Terminology Crossword– Business Planning

• Facilitator Guide• Participant Guide

• Work Samples (eLearning Content)– 3/9 Business Planning Model– Enterprise Selling: The Global Enterprise

About Mike

From initial sketches to final blueprints and build-outs, Mike integrates curriculum, teacher expertise, research and best practices to design and develop training courses. Mike began his career in education 12 years ago with the design and implementation of a sales and customer service training program at a small fashion footwear retail chain based in Los Angeles. Inspired by teaching and education, he pursued his Master's degree in Education and taught various English Department courses at an Orange County private school before turning his focus to corporate education. Mike has worked for both public and private corporate education departments, including employers such as the University of Phoenix and CBRE. Mike is an ASTD-certified eLearning instructional designer, and has many specialties including corporate training, curriculum development, content writing, strategic planning and change management. Mike currently works for Thesys International, an education services company which is a wholly-owned subsidiary of Fairmont Education Group in 2009. He lives in Orange County and enjoys fishing, snowboarding, and wood working.

arcs, flash developer, flash cs5, actionscript 3 programmer, certified elearning designer, Instructional Designer and Training Consultant, addie, aicc, analysis, blended, Camtasia, captivate, cbt, computer content, course curriculum, design, designer, develop, blackboard 9.1,blended learning, computer based training, curriculum developer, e-learning, instructional system design, isd, people soft course developer, peoplesoft, peoplesoft elm, peoplesoft learning management, peoplesoft trainer, peoplesoft v9,peoplesoft version 9,storyboard,training developer

MICHAEL PAYNE Irvine, CA

949.400.0847 mike@michaelrobertpayne.com

SUMMARY

Training Manager with extensive experience in eLearning training program development and implementation for sales associates, human resource professionals, customer service professionals and corporate leadership. Expertise in developing and delivery of programs for asynchronous and synchronous learning. Key strengths include strategic planning of organizational development programs for both online and on-ground platforms utilizing the ADDIE design method and adult learning methodologies.

PROFESSIONAL EXPERIENCE

• Increased training department bandwidth by developing, implementing and managing National New Hire training program and various corporate Distance Learning programs resulting in reduction of training department operation costs by 85%

• Designed and developed highly interactive competency-based sales training programs for classroom, virtual courses, and blended solutions resulting in 30% cost savings for training department budget

• Worked with subject matter experts to produce clearly written scripts, narratives, and storyboards for sales training programs to ensure the effectiveness and integrity of the final product

• Developed graphics, illustrations, animations, and simulations for integration into eLearning content reducing outsourcing costs by 25%

• Conducted focus groups with management teams and SMEs for needs assessment of sales and client service teams

• Designed and developed eLearning interactive games, simulations, collaborative learning structures, interactive video, webinars, instructor-led materials, testing and certification programs

• Develop and administer online testing, pre-learning and post-training evaluations, test loading and deployment of LMS-based training program as well as tracking and trending all online training results

• Interfaced with senior management, sales and client service departments within the organization to assure strategic and tactical alignment of training goals

• Managed logistical coordination of on-site training sessions including equipment and room setup requests and implementation as needed

TECHNICAL SKILLS

• Adobe eLearning Suite • Adobe Master Suite • Camtasia • PeopleSoft LMS • Blackboard 9.1 LMS • MS Professional • Open Source Web 2.0 eLearning Authoring Tools

EMPLOYMENT HISTORY

Program Architect Thesys International

Program Manager CB Richard Ellis

Academic Training Counselor University of Phoenix

Sales Associate Trainer L & M Footwear, Inc.

EDUCATION AND CERTIFICATES MAeD, University of Phoenix BA, California State University San Bernardino ASTD Certified eLearning Designer

Design Philosophy

1. Affect employee behavior by creating interactive training programs 2. Place learners at risk. Risk keeps learners engaged and challenges them to advance outside of their “complacent

zone.” 3. Place learners in real-life situations by using tools such as case studies, project based learning, or global project

collaboration 4. Build learning objectives into the training content

a. EXAMPLE: “As a sales associate, you have been tasked with developing a web marketing campaign to grow your market segment by 15%. Your objective is to use the 3/9 Model Teaming strategy to leverage the abilities of your 5 person team…”

5. Develop IRR content (Influential, Relevant, & Relatable.

• Influential: Influences employees to modify their behavior

• Relevant: Relevant and useful to the employee and to the company. Everyone wins.

• Relatable: Employees can leverage the new skill or behavior they’ve learned in their training course immediately

Assessment Strategy

1. Create assessments which are tangible and measurable 2. Assess throughout training sessions (formative) and final assessments are given to measure retention and

application (summative) a. EXAMPLE: During trainings, employees are challenged with self-check style questions. This may be

Socratic-style verbal questions or a series of questions built into an eLearning module.

Design Process

1. Meet with the project sponsor (typically the manager) 2. Discuss the project overview and desired outcome. Discuss why the desired outcome is important. Address the

due date & available resources (SMEs, project capital, graphic designers, Flash animators, etc.) 3. Develop storyboard design, review with Sponsor 4. Develop second storyboard (if approved, proceed to prototype development) 5. Develop prototype, 1, 2, 3, etc.

a. Meet with SMEs i. Revise based on feedback ii. Review revisions with project sponsor

b. Repeat 6. Review selected prototypes with Sponsor

a. Receive feedback, make applicable adjustments b. Repeat

7. Test prototype with selected employee population, if possible a. Review results with Sponsor & SMEs

i. Integrate relevant feedback

March 7, 2009 I am very pleased to endorse Mr. Mike Payne. Mr. Payne is the Program Manager, CB Richard Ellis’s renowned The Leadership Center whom I have worked with as a speaker for many years. Mike is an accomplished trainer and speaker himself. He runs an efficient CBRE University training program and pays a lot of attention to details. The students (Professionals) and trainers/speakers like working with Mike because he is always punctual, considerate, helpful and knowledgeable. I consider him an outstanding manager, a focused, hard working, responsible and conscientious person. In addition, he is always pleasant and respectful. Carmela Ma, CCIM, CIPS, CRE, FRICS President CJM Associates, Inc. Beverly Hills, California E-mail: carmelama@sbcglobal.net

March 8, 2009 To whom it may concern, I worked with Mike for several years at CB Richard Ellis, when I led training courses at the company. Mike was then a senior person in "CB University." His courses were always excellent--he set the tone, taught sections, and expected the highest performance from anyone--company employees and consultants alike. I highly recommend him for his work ethic, and for the results he obtains. On a personal note, he's a fun person to work with.

Dave Logan

Senior Partner, CultureSync

2/19/2009 To Whom It May Concern: Michael is equally effective as a classroom instructor and online course developer. His ability to engage learners through Socratic questioning and effective group learning makes him an ideal instructor for an engaging, collective learning experience. Michael’s fresh perspective on corporate training brings new life and an out-of-the-box style that ensures not only engaging online learning programs, but also effective classroom management and instruction. In short, Michael’s skills are an asset to a company seeking a high return on investment for corporate training programs. Please contact should you have any questions. Regards, Sherry Bower Senior Managing Director, CB Richard Ellis (949) 351-1991 Sherry.bower@cbre.com

PO Box 508, Trabuco Canyon, CA 92678 Susie Thompson

To Whom It May Concern: The purpose of this letter is to provide a recommendation of employment for Michael Payne. Mike has proven himself to be a hardworking, enthusiastic individual with excellent skills. He is loyal, responsible, mature and most of all dependable. He will take on whatever is needed to get the job done and maintains his professional attitude, along with his terrific sense of humor at the same time. Needless to say, he has been an asset to our department staff, as well as to the company. Mike works very closely with employees at all levels and treats them all with compassion, patience, understanding and professionalism. I would highly recommend Mike for a position with your company. If you should want to speak with me regarding this recommendation, please do not hesitate to contact me at (949) 633-5090. Sincerely,

Susie Thompson

February 12, 2009 To Whom it May Concern, Mike has a true passion for training and thoroughly understands how to engage and educate adult learners. He is extremely effective as a developer and produces courses that are used throughout the company. As a stand-up instructor Mike connects with the audience, stretches their minds and gives them the freedom to think beyond defined boundaries. Mike relates to all levels within the company from new hires to senior management. His creativity combined with his problem solving ability and approachability makes Mike an asset to any organization.

Carol Gregory

Director of Training and Development, CB Richard Ellis

February 7, 200S '- .

To Whom It May Concern:

It has been my privilege to employ Miohael Payne as an English instructor at Oxford Tutoring Center. As his manager and mentor, I have had the opportunity to observe Michael's strengths and to participate in his develop­ment as an instruotor and an employee.

At Oxford Tutoring Center, Michael taught students in grades four through twelve in English Language Arts. As all instruction at Oxford is based upon the California Board of Education Content Standards, Michael became adept at planning student lessons that both satisfied state standards and addressed students' real needs. To instruct students in a broad spectrum ofgrade levels, Michael honed key strategies for instructing reading comprehension, word analysis, grammar, composition skills,literature, and criticism. Clearly. his ability to master a wide breadth of material, to synthesize information from muJ'tipJe topics, and to select and evaluate that infonnation for presentation d(:monstrates the intelligence and critical thinking skills that Michael possesses. As such, Michael was a valuable employee of Oxford Tutoring Center.

Of particular importance. Michael was valued for his ability to energize and inspire students. As English teachers well know, instructing students that are challenged by English Language Arts can be difficult at best. However, Michael was partioularly successful with struggling students. Consistently, he achieved significant student improvements by mutually encouraging and chalJenging students to attempt material that may have intimidated them. With each success, Michael's students gained the confidence to approach new, more challenging texts and assignments with the enthusiasm that believing in oneself procures. As a result, students requested Michael as their tutor because he made the process of leaming safe and exciting. By understanding students weaknesses and addressing them patiently and sensitively, Michael made students feel comfortable learning and asking questions. Also, he related to students as individuals. getting to know each student for who he or she was. Clearly, these essential interpersonal skills will enable Michael to be a successful teacher and mentor. He is an inspiring leader from whom students will seek guidance and support.

In summary, I highly recommend Michael Payne as a dependable, intelligent and interpersonally skilled individual. Without reservation, I would encourage any potential employer or manager to consider Michael as a highly quali­fioo. choice.

7i:J-(J;{ . Matthew Phung ~ Administrator Ox.ford Tutoring Center

14225 Culver Dr. Irvine, CA 92604 (949) 681-0388

--------------------------~-------------------------~

- -UNIVERSITY OF PHOENIX

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February 7,2005

To Whom It May Concern:

During the past 2 years I have had the pleasure of working with Mr. Michael Payne. Michael is a member of my Academic Counseling team.

Michael is a goal oriented worker that prioritizes his work well. He is an excellent team member but is also able to take on and complete tasks independently_ During our time working together I have learned that Michael is the type of individual that can be depended upon and trusted.

Michael learns new skills quickly. He rapidly mastered our custom software system and trains his coworkers in how to more effectively use these systems. On a personal level he is very positive person and has a contagious enthusiasm for life .

I feel fortunate to have Michael as a member of my team. I am sure he will be successful in whatever field he pursues.

George L. Roberts Sr. Academic Counselor

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Business Planning 3/9 Model

Leader Guide

Table of Contents

Program Overview................................................................................................................... 1

Session 1: Teaming................................................................................................................. 3

Activity: Workshop Welcome.................................................................................................. 4

Activity: Teaming Overview.................................................................................................... 5

Activity: Business Planning .................................................................................................... 7

Session 2: Value Propostion & the Operating Model ......................................................... 10

Activity: Value Proposition.................................................................................................... 11

Activity: The Operating Model .............................................................................................. 13

Session 3: 3/9 Model & Teaming Design ............................................................................. 14

Activity: Using the 3/9 Model................................................................................................ 15

Activity: Using the 3/9 Model to Make Money ...................................................................... 17

Wrap Up Questions ............................................................................................................... 18

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 1

PPPRRROOOGGGRRRAAAMMM OOOVVVEEERRRVVVIIIEEEWWW In this session, Senior Managing Director Pete Bolton discusses

the components of a business plan and identifies the benefits of

business planning. Pete also discusses the 3⁄9 Operating Model

which identifies the passion and skills of each brokerage team

member. The 3/9 model is used to match team members to the key

tasks of the business to produce optimal results. After completing

the 3⁄9 Operating Model, teams can be confident that all members

are doing the tasks that they are best suited to perform.

Learning Objectives After completing this workshop, participants will be able to:

• Create an operating plan for the next 10 years

• Identify business opportunities that require external partnership

• Use the 3/9 model in their team structure

• Design a Skill/Passion Quadrant for their teams

Materials • Leader guide

• Participant workbook

• Flip Chart or Whiteboard

• Markers

• Online Video

http://marketing.cbre.com/OnlineVideos/Pete%20Bolton%207-2/BoltonT7_files/Default.htm

Business Planning 3/9 Model

2 Business Planning 3/9 Model – Leader Guide The Leadership Center

Leader Guide Icons Following are the icons used in the guide margins to indicate

special information and/or actions.

Indicates when to use the video

Indicates a small group activity

Indicates recommended questions to be asked in conjunction with

the activity

Indicates an activity that is located in the participant workbook

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 3

SSSEEESSSSSSIIIOOONNN 111::: TTTEEEAAAMMMIIINNNGGG

Overview In this session you will review the section of the video on teaming.

Participants then discuss how teaming works or does not work in

their offices.

Estimated Time 25 minutes

Materials Online Video – Business Planning 3/9 Model

(0-1.38 minutes) Flipcharts and markers

Business Planning 3/9 Model

4 Business Planning 3/9 Model – Leader Guide The Leadership Center

Activity: Workshop Welcome 1. CONDUCT introductions if necessary.

2. EXPLAIN that the goals of the workshop are to exam how teaming can develop productive, revenue-generating business units by discussing the Business Planning 3/9 video.

3. NAVIGATE to the Business Planning 3/9 Model Video. The Business Planning 3/9 Model video is located on the Navigator and can be viewed at any time. To access the video go to the Leadership Center page on the Navigator: Go to the Leadership Center Distance Learning page on the Navigator:

• http://navigator.cbre.com/EN/Departments/Leaders

hip+Center/Distance+Learning.htm • Or from the menu go to Departments>Leadership

Center and select Distance Learning from the

Leadership Center menu

• If you are participating in the Western Division 1st Year Training Program, please click on the link.

Or from the Enterprise menu go to

Departments>Leadership Center>Training Programs>Western Division 1st Year Training Program

Click on the Business Planning 3/9 Model link on the page

4. EXPLAIN that the video is 26 minutes long, and that you will be reviewing the video in sections and discussing each section.

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 5

Activity: Teaming Overview 1. EXPLAIN that the first section is brief and covers how

using teaming in the Phoenix office has been effective. Next, advise that the group will discuss their experiences with teaming after watching the video.

2. SHOW the Business Planning 3/9 Model Video (0-1.38 minutes) The presentation shows a slide that introduces Pete Bolton and a quote by Peter Drucker.

3. INFORM your group about Positive and Negative experiences Positive experiences have an outcome that leads to the achievement of the team’s goals.

Negative experiences did not accomplish the team’s goals and are usually associated with the achievement of one person’s goals, or with an uncomfortable problem or situation that needs to be resolved.

Reemphasize that strong teaming means that all members of the team obtained a common goal.

4. ASK your group to give examples of Positive and Negative team experiences which fall into the following categories: “Positive,” “Negative”

5. WRITE the examples on the flip chart. Make sure to separate the examples into two categories labeled “Positive” and “Negative.”

6. ASK your group to complete the lined chart titled Common Team Goals in their workbooks.

7. BEST PRACTICES

a. INFORM your group that finding the proper personality matches and skill sets in a group is imperative to team

Business Planning 3/9 Model

6 Business Planning 3/9 Model – Leader Guide The Leadership Center

success both financially and personally. Advise that the video will discuss this point more in-depth.

b. INFORM the group that if they had trouble completing the Common Team Goals chart, this could mean that their team has not clear defined their goals or that the participant needs to clarify what his/her team’s goals are.

8. ASK a member of the group to read the section titled “The Point” on page six of the student guide. It reads:

“Groups and teams will always succeed when they have clear communication, common goals, and delegation of responsibilities based on each member’s natural strengths. You will learn more about leveraging each team member’s personal strengths later in the session.”

9. ADDITIONAL INFORMATION: Points to Review with the Group

• Effective teaming doesn't mean one person receives all the credit for a job well-done

• Effective teaming means all members of the team receive credit for a successful job

• The adage “Two heads are better than one” holds true in strong teams because a collective whole can always find answers to tough solutions better than one person working independently can.

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 7

Activity: Business Planning 1. SUGGEST that planning creates goals.

a. ASK your group what their understanding of Business Planning is.

LIST the responses on the flip chart. Spend no more than 2 minutes making this list.

2. SUGGEST that people are capable of creating what they desire.

a. ASK the group to bring to mind three business ventures they would like to create. ASK the group to make notes in their workbooks using the chart labeled “What I Plan to Create.” NOTE: The fourth column labeled “Anything Else?” in the chart is not a required column for use.

b. DISCUSS with the group what ideas the group has listed. Spend no more than 2 minutes surveying the group SUGGESTIONS

• More money/more profitable

• Team Leader

• Become more organized

• Become more effective

• Don’t procrastinate

• Material items (cars, houses, etc.)

• A “hot” pipeline

3. ASK a member of the group to read aloud “The Point” at the bottom of page seven in the Participant guide. It reads: “Once a person becomes clear on what he or she wants for his or her life, it is possible to achieve his or her life goals. Without becoming clear on individual plans, it is difficult to fully contribute as a team player. The chart above is designed to help you focus your goals both personally and professionally.”

Business Planning 3/9 Model

8 Business Planning 3/9 Model – Leader Guide The Leadership Center

4. SHOW the Business Planning 3/9 Model Video (1.38-5.16) The video states that it is possible to create what a sales professional wants provided that he/she is clear on the intent and does his/her best during the process.

5. ASK the group, “Are you in the railroad business or the transportation business? What is it that you do?”

6. ASK the group to use the “My Current Business” chart in their guides to make notes about what they currently do in their businesses. Give the group 2 minutes to make a personalized list.

a. DISCUSS with the group the differences between the “What I Plan to Create” and the “My Current Business” charts.

b. ASK the group if there are any overlaps between the two charts. If so, what are they? WRITE these overlaps on the flip chart. Spend no more than 5 minutes making notes and discussing the parallels between the “What I Plan to Create” and the “My Current Business” charts.

7. SUGGEST that the next video segments will provide options for the group to use for moving forward with their “What I Plan to Create” charts

8. ASK a member of the group to read “The Point” at the bottom of page eight. It reads: “If a person does not have a clear understanding of what his/her role is as a professional or a “game plan” of where he/she plans to be in 1, 5, or 20 years, blazing a path to success will be very difficult.”

9. SHOW the Business Planning 3/9 Model Video (5.16-9:00) The video states that by reviewing a sales professional’s marketplace and team structure, a sales professional can begin to see where he/she can make changes to create optimal results.

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 9

10. ASK the group what effective business strategies Mr. Bolton discussed in the video

a. LIST the strategies that the group relays during the discussion

SUGGESTIONS

i. Redefine team duties

ii. Professional development

iii. Create business relationships/partners

iv. Define market clearly

v. Research market

vi. Find a new market

11. ASK the group to complete the chart on page ten in their books called “What I can do Differently.” SUGGEST that the group refer to this chart frequently and use it as a guide to develop their personal business plans.

12. ASK a member of the group to read “The Point” on page ten of their guide books. It reads: “When people and businesses continue to reenact the same actions and operate under a stale business model, they achieve the same results continually. Essentially, they begin to stagnate. Consider what you are doing everyday in your business and the results you achieve. Are you stagnating?”

Business Planning 3/9 Model

10 Business Planning 3/9 Model – Leader Guide The Leadership Center

SSSEEESSSSSSIIIOOONNN 222::: VVVAAALLLUUUEEE PPPRRROOOPPPOOOSSSIIITTTIIIOOONNN &&& TTTHHHEEE OOOPPPEEERRRAAATTTIIINNNGGG MMMOOODDDEEELLL

Overview In this session you will review the section of the video on “Value Proposition” and the “Operating Model.” Participants then

discuss how they can integrate the principals of value proposition

and an operating model into their own business.

Estimated Time 25 minutes

Materials Online Video – Business Planning 3/9 Model

(9:01-13:39) minutes) Flipcharts and markers

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 11

Activity: Value Proposition 1. SUGGEST that effective strategies create profitability and

successfully businesses. ADVISE the proceeding video segment will provide options for creating personal value and a 10 year operating model the group can use.

2. SHOW the Business Planning 3/9 Model

(9:01 – 13:36 minutes)

3. ASK the group to review their “What I Plan to Create,” “My Current Business,” and their “What I can do Differently” charts.

4. DISCUSS with the group how the topics Mr. Bolton mentions in the video can be integrated into their plans to “What I can do Differently.” ASK for suggestions from the group and write them on the flip chart. Do this in 5 minutes or less.

5. ASK the group to cross out the chart title “What I plan to Create” and in its place write the sentence “My end game is….” Then ask them to use a scratch paper and write what they visualize their end game as.

SUGGESTIONS

i. New Title

ii. Yearly Revenue Amount

iii. Market Leader

iv. Team Leader

v. Managing Director

6. Page 12 of the student guide has three questions on creating a value proposition. ASK a member of the group to read the introduction aloud. The introduction reads: “A value proposition is a personal statement or credo that a person operates under each day. Some professionals call it a “mantra.” To define your value proposition, answer the question, “What do I have to offer that no one else does?”

Business Planning 3/9 Model

12 Business Planning 3/9 Model – Leader Guide The Leadership Center

7. Next, ASK a different member of the group to read the directions aloud. The directions read: “DIRECTIONS: Answer the following questions as honestly as possible. Remember, this is a tool for you. These questions serve as a personal gauge for your own personal assessment.”

8. REVIEW the questions on page 12 with the group. The questions are as follows:

i. What do you have to offer that nobody else does? Who will value what you have to offer?

ii. Are you happy in your market space? As Mr. Bolton says, do you get “fired up” about your space?

iii. Do you feel that you are making enough money in your market space? Why or why not?

9. Finally, READ “The Point” aloud to the group: “If you found that your responses to these questions were unfavorable, it is time to reevaluate your market space and your business approach. This is an opportunity to make a positive change that will benefit you financially and professionally.”

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 13

Activity: The Operating Model 1. DISCUSS the chart (below) with the participants. The

directions read : “In the chart below, rewrite your vision of your future (Professionally, Financially, Personally, Anything Else?). Then, wait for instruction from your facilitator.”

2. ASK the group to complete the chart. (5-7 minutes)

“What I Plan to Create” 1 Year 3 Years 5 Years 10 Years Retirement

3. ASK each member to share one thing that they wrote on the

chart. (5 minutes) 4. READ “The Point” aloud to the group. It is located on the

bottom of page 13 and reads: “Pete Bolton refers to this style of planning as defining your “End Game.” Are you completely satisfied with the notes you made in this chart?”

5. ASK three random group members if they were satisfied

with their charts. If the response is “no,” ask why and what

he or she can do differently to create a satisfactory “end

game.” (5 minutes)

Business Planning 3/9 Model

14 Business Planning 3/9 Model – Leader Guide The Leadership Center

SSSEEESSSSSSIIIOOONNN 333::: 333///999 MMMOOODDDEEELLL AAANNNDDD TTTEEEAAAMMMIIINNNGGG DDDEEESSSIIIGGGNNN

Overview In this session you will review the section of the video on

integrating the 3/9 Model into teaming design. Participants will

learn what the 3/9 Model is and how using the 3/9 Model in their

teams will create effective teams that generate more revenue

through synergistic interaction and fee continuum.

Estimated Time 25 minutes

Materials Online Video – Business Planning 3/9 Model

(13:40 – 26:15 minutes) 1 piece of scratch paper for each person in the group (must be

at least 5 in x 5 in)

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 15

Activity: Using the 3/9 Model 1. ASK one member of the group to read aloud the

introduction on page 16. It reads: “The 3/9 Model is Mr. Bolton’s original creation. The idea is that the model helps sales teams assign tasks based on each member’s personal skills and aptitudes. Understanding the 3/9 Model will also help you define your value proposition and answer the question, “What do I have to offer that no one else does?””

2. Next, ASK your group to think of 3 areas in their current team structure that can use improvement.

3. READ the directions on page 16 to the group. They read as follows: “Use the chart below to evaluate 3 aspects of your current team structure that do and do not function well (i.e. presentations, marketing development, cold calling). Answer the following questions as honestly as possible. Remember, this is a tool for you. These questions serve as a personal gauge for your own personal assessment. You may share them with the team under your own discretion.”

4. ASK the group to list the 3 areas in the chart on page 16 of their workbooks.

a. There are 3 columns with the words “Aspect” listed inside each column. Next to “Aspect,” the students should write 1 aspect of their teams (for example, “Aspect: Cold Calling”)

Does Work Doesn’t Work

Aspect:

Cold Calling

Business Planning 3/9 Model

16 Business Planning 3/9 Model – Leader Guide The Leadership Center

5. ASK them to make a few notes regarding what does and doesn’t work well about this apsect of their team.

Does Work Doesn’t Work

Aspect:

Cold Calling

50-75 outbound

calls a day

Not enough new

business generated

from the calls

6. ADVISE that the more specific the details, the better. Below are some examples of possible responses:

i. Strong/weak cold calling

ii. Strong/weak marketing

iii. Good/poor sharing of commissions

iv. Strong/weak office leadership

7. DISCUSS the responses the group wrote in their chart. ADVISE that they are not required to respond as some people may feel uncomfortable with the nature of this activity.

8. ASK one member of the group to read “The Point” at the bottom of page 16 aloud to the group. It reads, “Once you become cognizant of your team structure and what does or doesn’t work well, you can begin to implement change. Use this chart as a reference to make positive changes within your team.

Business Planning 3/9 Model

The Leadership Center Business Planning 3/9 Model – Leader Guide 17

Activity: Using the 3/9 Model to Make Money 1. SHOW the Business Planning 3/9 Model Video

(13:40 minutes-end)

2. DISCUSS the 3/9 Model with the group. ASK if anyone is confused or has any questions about how the model works. CLARIFY if there are any questions about how the 3/9 model works.

3. ASK the group to write down 3 things that will improve their team structure on the “Ways to Make More Money” chart in their guides. (There are 3 columns for solutions in the student guides) (7-10 minutes)

Issue 1 Issue 2 Issue 3 Solution 1

4. SURVEY the group and ask what three “Issues” each person wrote in their chart. (5 minutes)

5. ADVISE that the group can use these

Business Planning 3/9 Model

18 Business Planning 3/9 Model – Leader Guide The Leadership Center

Activity: Session Wrap Up In this session you will wrap up the workshop. Answer the

following questions as thoroughly and honestly as possible.

1. DISCUSS the self check questions at the end of the student

guide. VERIFY that each group member understands the

questions. This activity can be completed independently or as a

group.

a. What does Mr. Bolton mean by “not competing” and

“leveling the playing field?” Why is it important to

understand who or what your competition is? Why is it

important to understand what other teams (internally and

externally) are “playing” in your defined market space?

b. What is your current Operating Model? What income goals

do you want to reach in 1, 2, 3, 5 and 10 years? Mr. Bolton

references an “end game.” What is an “end game?” How

will you reach your end game?

c. Bring to mind a current project you are working on. Now

recall Mr. Bolton’s explanation of the 3/9 model.

d. How can you and your team use the 3/9 model to enhance

the client’s experience? How can you and your team use

the 3/9 model to grow and enhance your business strategy?

Business Planning 3/9 Model

Participant Workbook

Table of Contents

Program Overview ................................................................................................1

Session 1: Teaming ..............................................................................................3

Activity: Workshop Welcome........................................................................5

Activity: Teaming Overview..........................................................................6

Activity: Business Planning ..........................................................................7

Session 2: Value Proposition & the Operating Model .......................................12

Activity: Value Proposition............................................................................13

Activity: The Operating Model ......................................................................14

Session 3: 3/9 Model & Teaming Design ............................................................15

Activity: Using the 3/9 Model ........................................................................16

Activity: Using the 3/9 Model to Make Money...............................................17

Session Wrap Up ..................................................................................................18

Activity: Wrap up Questions .........................................................................19

Notes Page ............................................................................................................21

The Leadership Center Business Planning 3/9 Model – Participant Workbook 1

Course Overview

In this session, Senior Managing Director Pete Bolton discusses the components of

a business plan and identifies the benefits of business planning. Pete also discusses

the 3⁄9 Operating Model which identifies the passion and skills of each brokerage

team member. The 3/9 model is used to match team members to the key tasks of

the business to produce optimal results. After completing the 3⁄9 Operating Model,

teams can be confident that all members are doing the tasks that they are best

suited to perform.

Learning Objectives

After completing this workshop, participants will be able to:

• Create an operating plan for the next 10 years

• Identify business opportunities that require external partnership

• Use the 3/9 model in their team structure

• Design a Skill/Passion Quadrant for their teams

Agenda

Session Time Topic

1 25 mins Teaming

2 25 mins Value Proposition & the Operating Model

3 25 mins 3/9 Model and Teaming

4 15-30

mins

Wrap Up Self-Paced Questions

The Leadership Center Business Planning 3/9 Model – Participant Workbook 2

Session 1: Teaming

Overview

In this session you will be introduced to the other participants and given a brief

overview of the workshop. You will also review the section of the video on

teaming. All participants will then discuss how teaming works or does not work in

their offices.

Estimated Time

25 minutes

The Leadership Center Business Planning 3/9 Model – Participant Workbook 3

Activity: Workshop Welcome

1. The goals of the workshop are to exam how teaming can develop

productive, revenue-generating business units by discussing the Business

Planning 3/9 video.

1. 2. The Business Planning 3/9 Model video is located on the Navigator and

can be viewed at any time. To access the video go to the Leadership Center

page on the Navigator:

• The Business Planning 3/9 Model video is located on The Navigator.

Go to the Leadership Center Distance Learning page on the Navigator:

• http://navigator.cbre.com/EN/Departments/Leadership+Center/Distance+

Learning.htm

• Or from the menu go to Departments>Leadership Center and select

Distance Learning from the Leadership Center menu

• If you are participating in the Western Division 1st Year Training

Program, please click on the link.

� Or from the Enterprise menu go to Departments>Leadership

Center>Training Programs>Western Division 1st Year

Training Program

Click on the Business Planning 3/9 Model link on the page

3. The video is 26 minutes long; however, you will be reviewing the video in

sections and discussing each section.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 4

Activity: Teaming Overview

DIRECTIONS: In the chart below, list the Common Team Goals of the team

you currently work with. Keep in mind that your notes in the chart should reflect

the common team goals as you understand them.

Common Team Goals

The Point: Groups and teams will always succeed when they have clear

communication, common goals, and delegation of responsibilities based on each

member’s natural strengths. You will learn more about leveraging each team

member’s personal strengths later in the session.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 5

Activity: Business Planning

You are capable of creating what you desire; it is all a matter of planning and

focus.

DIRECTIONS: Bring to mind three current business ventures on which you are

working. In the chart below, list what you plan to create in your professional

career. For example, what do you plan to create professionally as a result of

completing each of these transactions? NOTE: The fourth column labeled

“Anything Else?” in the chart is not a required column for use.

What I Plan to Create

Professionally Financially Personally Anything Else?

The Point: Once a person becomes clear on what he or she wants for his or her

life, it is possible to achieve his or her life goals. Without becoming clear on

individual plans, it is difficult to fully contribute as a team player. The chart above

is designed to help you focus your goals both personally and professionally.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 6

Activity: Business Planning

The best way to begin (or continue) your pursuits toward obtaining your goals is to

materialize them on paper. You are capable of creating what you desire; it is all a

matter of planning and focus.

DIRECTIONS: In the chart below, list what you plan to create in your

professional career. Mr. Bolton states that the railroad companies define

themselves as railway companies whereas they should define themselves as

transportation businesses. How do you define your business and your role within

it?

My Current Business

Professionally (Your

Role, a title, etc.)

Financially (Goal,

current standing

etc.)

Personally (Your

Role in your career) Anything Else?

The Point: If a person does not have a clear understanding of what his/her role

is as a professional or a “game plan” of where he/she plans to be in 1, 5, or 20

years, blazing a path to success will be very difficult.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 7

Activity: Business Planning

Now that you have refined your focus for your professional and personal goals,

what can you do differently? What can you do to help you move forward?

DIRECTIONS: In the chart below, list what you plan to do to enhance your

professional career, financial goals, and personally. Mr. Bolton states that the rail

road companies define themselves as railway companies whereas they should

define themselves as transportation businesses. These companies continue to do

the same type of business rather than re-defining themselves and expanding into

new avenues. What can you do to remain “fresh” in your business and your role

within it?

What I can do Differently

Professionally

(Strategies,

professional

development, etc.)

Financially

(Investments,

strategies, etc.)

Personally

(Strategies, personal

development, etc)

Anything Else?

The Point: When people and businesses continue to reenact the same actions

and operate under a stale business model, they achieve the same results

continually. Essentially, they begin to stagnate. Consider what you are doing

everyday in your business and the results you achieve. Are you stagnating?

The Leadership Center Business Planning 3/9 Model – Participant Workbook 8

Session 2: Value Proposition & the Operating Model

Overview

In this session you will review the section of the video on “Value Proposition” and

the “Operating Model.” Participants then discuss how they can integrate the

principals of value proposition and an operating model into their own business.

Estimated Time

25 minutes

The Leadership Center Business Planning 3/9 Model – Participant Workbook 9

Activity: Value Proposition

A value proposition is a personal statement or credo that a person operates under

each day. Some professionals call it a “mantra.” To define your value proposition,

answer the question, “What do I have to offer that no one else does?”

DIRECTIONS: Answer the following questions as honestly as possible.

Remember, this is a tool for you. These questions serve as a personal gauge for

your own personal assessment.

1. What do you have to offer that nobody else does? Who will value what you

have to offer?

________________________________________________________________________

_________________________________________________________________

2. Are you happy in your market space? As Mr. Bolton says, do you get “fired up”

about your space? ________________________________________________________________________

_________________________________________________________________

3. Do you feel that you are making enough money in your market space? Why or

why not? ________________________________________________________________________

_________________________________________________________________

The Point: If you found that your responses to these questions were

unfavorable, it is time to reevaluate your market space and your business

approach. This is an opportunity to make a positive change that will benefit you

financially and professionally.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 10

Activity: The Operating Model

Now that you have refined your focus for your professional and personal goals,

let’s revisit what you envisioned for your future.

DIRECTIONS: In the chart below, rewrite your vision of your future

(Professionally, Financially, Personally, Anything Else?). Then, wait for

instruction from your facilitator.

What I Plan to Create

1 Year 3 Years 5 Years 10 Years Retirement

The Point: Pete Bolton refers to this style of planning as defining your “End

Game.” Are you completely satisfied with the notes you made in this chart?

The Leadership Center Business Planning 3/9 Model – Participant Workbook 11

Session 3: 3/9 Model & Teaming Design Overview

In this session you will review the section of the video on integrating the 3/9

Model into teaming design. Participants will learn what the 3/9 Model is and how

using the 3/9 Model in their teams will create effective teams that generate more

revenue through synergistic interaction and fee continuum.

Estimated Time

25 minutes

The Leadership Center Business Planning 3/9 Model – Participant Workbook 12

Activity: Using the 3/9 Model

The 3/9 Model is Mr. Bolton’s original creation. The idea is that the model helps

sales teams assign tasks based on each member’s personal skills and aptitudes.

Understanding the 3/9 Model will also help you define your value proposition and

answer the question, “What do I have to offer that no one else does?”

DIRECTIONS: Use the chart below to evaluate 3 aspects of your current team

structure that do and do not function well (i.e. presentations, marketing

development, cold calling). Answer the following questions as honestly as

possible. Remember, this is a tool for you. These questions serve as a personal

gauge for your own personal assessment. You may share them with the team under

your own discretion.

Does Work Doesn’t Work

Aspect:

________________

Aspect:

________________

Aspect:

________________

The Point: Once you become cognizant of your team structure and what does

or doesn’t work well, you can begin to implement change. Use this chart as a

reference to make positive changes within your team.

The Leadership Center Business Planning 3/9 Model – Participant Workbook 13

Activity: Using the 3/9 Model to Make Money

DIRECTIONS: Use the chart below to postulate ideas on how to improve your

current team structure. Use 3 examples of your current team structure that do and

do not function well (i.e. presentations, marketing development, cold calling).

Answer the following questions as honestly as possible. Remember, this is a tool

for you. These questions serve as a personal gauge for your own personal

assessment. You may share them with the team under your own discretion.

Issue 1 Issue 2 Issue 3

Solution 1

Solution 2

Solution 3

The Leadership Center Business Planning 3/9 Model – Participant Workbook 14

Session Wrap Up

Overview

In this session you will wrap up the workshop. Answer the following questions as

thoroughly and honestly as possible.

Estimated Time

15-30 minutes

The Leadership Center Business Planning 3/9 Model – Participant Workbook 15

Wrap Up Questions

“3/9 Model” with Pete Bolton

What does Mr. Bolton mean by “not competing” and “leveling the playing field?” Why is

it important to understand who or what your competition is? Why is it important to

understand what other teams (internally and externally) are “playing” in your defined

market space?

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

What is your current Operating Model? What income goals do you want to reach in 1, 2,

3, 5 and 10 years? Mr. Bolton references an “end game.” What is an “end game?” What

is your end game vision? How will you reach your end game?

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

________________________________________________________________________

_________________________________________________________________

________________________________________________________________________

The Leadership Center Business Planning 3/9 Model – Participant Workbook 16

_________________________________________________________________

_________________________________________________________________

________________________________________________________________________

_________________________________________________________________

Bring to mind a current project you are working on. Now recall Mr. Bolton’s explanation

of the 3/9 model. How can you and your team use the 3/9 model to enhance the client’s

experience?

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

How can you and your team use the 3/9 model to grow and enhance your business

strategy?

________________________________________________________________________

_________________________________________________________________

_________________________________________________________________

________________________________________________________________________

_________________________________________________________________

The Leadership Center Business Planning 3/9 Model – Participant Workbook 17

Notes:

APPENDIX

The Leadership Center Appendix i

Typical Team Configuration Overview

Lead Generation Manager

Making the initial contact

Conversion Manager

Securing the business

Service Delivery Manager

Doing the business

Marketing Specialist

Assists in winning and executing the business

Administrative Secretary

Supports and organizes the team

The Leadership Center Appendix ii

Team Leader • Leads a group of individuals committed to a common purpose, approach,

and performance goals, for which they hold themselves mutually

accountable

• Enlists team in involvement in identifying, defining, and implementing

objectives to meet goals. Encourages Team members in decision-making

(although Team Leader is empowered to make final decisions)

• Builds a strategic action plan (Business Plan) for accomplishing Team

Goals

• Establishes goals for revenue, market share, business segment and

resources needed

• Plans and organizes the involvement or extent to which each member is

involved in accomplishing the goals (roles). Establishes team structure.

Identifies complementary skill sets that directly relate to revenue

opportunities and sets roles for individuals within the Team which may

include lead generator, deal processor, negotiator, closer and support

• Defines measurement criteria for outcome, impact and productivity of the

team in pursuit of its goals. Implements and monitors team’s progress

• Prepares team work agreement for team to accomplish work assignments,

commission splits/bonuses, decision-making process and team meeting

times

• Primary interface with Managing Director, presenting the team business

plan and updates on a scheduled basis. Represents the team in reporting

their accomplishments and needs to management

• Reviews teams strength as compared to the competition (Competitive

Advantage). Defines and leverages team strengths to best position the team

to maintain and win business

• Manages the overall deal-making process of the team, but may have

particular focus to a particular phase of the delivery process (i.e. lead

generation, conversion, or doing the deal).

• Defines and determines the team focus, its brand and market segment

The Leadership Center Appendix iii

Lead Generation Manager • Primarily responsibility is initiating cold calls, setting initial meeting

strategy, and coordinating initial meetings with client and team members

• Shares responsibility with Conversion Manager for identifying both

market-segment opportunities and specific business prospects within

segments

• Responsible for researching and preparing for calls through Internet review

of annual reports and internet based business analysis services (such as

Hoovers and Morningstar). Consistently reviews industry trade

publications, applicable business periodicals and newspapers

• Maintains list of the top 50 clients in a team’s focused market-segment,

including a list of key decision-makers and brokerage service providers.

Undertakes monthly analysis of opportunities for securing business with

clients on this list.

• Responsible for oversight of team’s prospective client database (in

conjunction with Marketing Specialist).

• Clearly articulates to the prospective clients: the team’s approach, client

service goals, the benefits to using the team, service delivery methods and

prices

• Understands and articulates CBRE Platform Services—including

Brokerage, Property Management, Mortgage Banking, and

Construction/Facilities Management

• Prepares monthly reports for the team, including prospects targeted,

prospects contracted, prospect responses and meetings targeted/set

• Maintains one-page list of current economic influences, market rates and

terms, comparable lease and sale transactions and industry trends

• On a monthly basis, compares prospecting and cold calling targets against

team market segment goals

The Leadership Center Appendix iv

Conversion Manager • After initial client introductory meeting, conducts extended meeting to

interview client, and to identify key client needs and CB services necessary

to meet those needs

• Assembles and coordinates team members and resources as necessary to

pursue a Representation or Listing Agreement

• Sets and articulates pricing strategy with assistance from Lead Generation

and Service Delivery Managers

• Oversees preparation of presentation day agenda, written materials, display

aids and audio video tools (PowerPoint, flip charts, site plans, aerials, etc.)

• Prepares, presents and negotiates “Engagement” contract (Representation

or listing agreement) with client

• Negotiates with client the “work plan” to be undertaken by the team on

behalf of the clients

• Provides service delivery manager with complete “work plan” which

describes scope of client assignment, project milestone dates and client

reporting requirements

The Leadership Center Appendix v

Service Delivery Manager • Primary responsibility is executing the “work plan” established for the team

by the conversion manager

• Collects and works with the Marketing Specialist to manage and deliver

market data to client

• Conducts client/project tours on behalf of the team

• Responsible for assembling and managing data for responses to RFPs,

proposals, financial analysis and client update reports

• Coordinates preparation, review (legal, team, and client) and execution of

Lease or Purchase and Sale documentation

• Responsible for managing escrow process on behalf of team; interfaces

with escrow officers, gathers (and ensures proper dissemination of) all

required documents throughout escrow process; ensures timely team

compliance with escrow deadlines

• Responsible for oversight of project vendors including those related to:

• Architectural

• Contractor

• FF & E

• Timetable

• Budgets

• Move-in/out

• Follows up with clients at conclusion of assignment to ensure highest level

of client satisfaction with team

The Leadership Center Appendix vi

Marketing Specialist • Creates and maintains marketing appropriate stocks of assignment

brochures marketing materials at direction of team leaders

• Prepares property surveys for user, developer and investor clients

• Prepares and maintains historical file of GIS locator maps for client

presentations

• Assembles property data tailored to each specific client in preparation for

client presentations

• Primary responsibility is to interface with Professional , researchers and

clients regarding marketing requirements. Responsible for gathering all

necessary data and materials for entire marketing effort (i.e. marketing

flyers, brochures and packages, announcement flyers, signage, tombstone

advertisements)

• Complies, tabulates and verifies information for standard and special

reports (i.e. internal marketing-progress reports, client update reports,

active marketplace users report, recent “comp” reports, project “To Do” list

for team members, client and team meeting agendas)

• Gathers all appropriate materials, assembles and promptly submits Deal

File Packages for completed transactions to Deal File Processing Center

(Revenue Accounting, RAS)

• Prepares and submits Vouchers for transactions in process, according to

Company policy guidelines

• Maintain and create Team database for accuracy (ACT, REA, Access,

Outlook, etc.)

• Consistently takes action to develop and implement procedures which

organize Team members and streamline recurring team tasks

The Leadership Center Appendix vii

Administrative Assistant • Maintains contact list of all team members with phone, fax, home, pager,

cell numbers, and email addresses

• Arranges meetings, schedules appointments, makes travel arrangements,

screens mail, takes meeting minutes and dictation, orders or secures team

office supplies, photocopies and files as necessary

• Responds to all callers (clients, brokers, and general inquiries) for team

members as appropriate within 24 hours

• Maintains stock team letters for ease of preparation, including letter of

intent, letter of expressed interest, thank you letters for meetings, cover

letters for each team assignment to accompany brochure for interested

parties, and introductory letter to accompany team resumes

• Coordinates client communications through team member voicemail

messages

• Process all Team correspondence and prepares Team documents

• Maintains contact list of Executive Managing Directors, Senior Managing

Directors, and Managing Directors. List must include phone, fax, cell

numbers, and email addresses

• Establishes and maintains Team filing system

• May perform accounting related duties such as reviewing income and

expense reports, completing disbursement forms for management approval

and billing clients for services rendered

• Performs other administrative and clerical duties as required

• Maintains hard-copy contact list of 1st and 2nd tier decision makers on all

current Team listings and user representation agreements

The Leadership Center Appendix viii

Sales Professional • Practice outside of or within formal team structure, but within a defined

structure (industrial, office, retail etc)

• Develop Annual “Business Plan” and review with MD. Plan must include

overview of goals, projected earnings, description of business focus, market

segment, clients, strengths & weaknesses, competition and strategic plan

for accomplishing those goals. Responsible for submitting Business Plan to

Managing Director and must review progress as requested

• Quarterly updates of ISG data for market sector or submarket as determined

by Managing Director

• Call and maintain client relationships within business specialty. Identify

and pursue target business opportunities within market segment and

specialty

• Obtain listing or representation agreements for new or continuing business

• Comply with all rules and regulations set forth by the California

Department of Real Estate and maintain a current real estate license in good

standing. Obey applicable federal and state ordinances and laws (agency,

fiduciary relationship, disclosure, etc.)

• Adhere to all rules and policies as stated in the company Policies and

Procedures manual

• Observe good general business code of ethics and display a loyalty to peers,

the office and the company