PowerBooster Series Sysco ™ Sales Leader PowerBooster Series Fatal Flaws Sales Managers can Make...
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Transcript of PowerBooster Series Sysco ™ Sales Leader PowerBooster Series Fatal Flaws Sales Managers can Make...
Sysco™ Sales Leader
PowerBooster Series
Fatal Flaws Sales Managers can Make
Part 1Confusing Communications and Ignoring Change
2
Five Fatal Flaws
1. Unclear or inconsistent communications
2. Failing to acknowledge or manage change
3. Not assessing Readiness level of team members
4. Failure to set clear goals and expectations
5. Poor time management
3
agenda
thePoint Quality communications and effectively managing change will directly
impact a team’s ability to perform.
thePlatform Deliver a message so they get it the first time. Effective communication is the responsibility of both the sender and the
receiver. Leverage change for growth and success.
thePlan How to put the concepts learned into real action.
4
Communication Methods
Communication Method RetentionVerbal ____%
Written ____%
Physical ____%
5
Communication Methods
Communication Method RetentionVerbal 10 %
Written 20 %
Physical 30 %
6
Quick Tips to Deliver a Better Message
1. Know your objective.
2. Be clear, specific and concise.
3. State your point in 25 words or less.
4. Check for understanding.
5. Watch your body language.
7
The “GF2Go” Company
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A Message to Deliver
9
Listening is the process of receiving a message from a speaker, internalizing that message to make sense of it, and then responding to it in ways that show understanding of what the speaker means.
Hearing is simply the physical effort of taking in the speaker’s message, but does not necessarily mean that the message was received, processed, or responded to
Listening versus Hearing
10
Types of Listening Behaviors
1. Paraphrasing
2. Reflecting
3. Clarifying
4. Summarizing
11
Eliminate distractions (i.e., cell phone, computer, Droid, Blackberry, iPhone) Get rid of excess paperwork at your desk. Know your blind spots – assumptions and prejudices. Paraphrase, reflect, clarify, and summarize.
Quick Tips to be a Better Listener
12
Review
Deliver a message so they get it the first time. Effective communication is the responsibility of both the sender and the
receiver.
13
thePlan
Capture one key thought or new concept that you will take back to the job and implement.
Review your action plan with the person sitting next to you.
14
thePlatform
Leverage change for growth and success.
15
Fatal Flaw 2
Failing to acknowledge or manage change
16
Are you good at Change?
Assessment
17
Resisting Change
Emotion “I’m afraid of the unknown. I don’t know what to expect.”
Perception
“I don’t see major changes happening. Therefore
nothing is really occurring.”
Attitude “I’ve been here before. Most changes are not for the
better.”Relucta
nce“I’m going to wait to see what
happens.”
18
Communicating a Change Message
1. State the change Be clear, concise, truthful.
2. Payoffs Why the change?
3. Support How are we going to get there?
4. Optimism Be positive about the future.
19
Communicating a Change Message Example
1. State the change “We are going to implement an automated sales reporting
system.”
2. Payoffs “This system will allow you to better track your ongoing
account activity.”
3. Support “There will be a training class and during the next 45 days
we will begin phasing in the use of the reports beginning with the major accounts.”
4. Optimism “Other companies who are using this system have reduced
their paperwork time by 60%. This is going to make everybody more productive.”
20
Communicating a Change Message Application
1. State the change 2. Payoffs 3. Support 4. Optimism
21
Walk the talk Celebrate incremental successes Document the positive impact
Managing Change with Minimal Disruption
22
Distinct behavioral changes Quiet team member becomes outspoken Talkative team member becomes withdrawn Clusters of team members form more frequently (aka
the “water cooler syndrome) Early arrivers begin to come in late, later arrivers begin to come in early
Danger Signs to Watch
23
Fatal Flaw 3
Not assessing Readiness level of your team members.
24
Situational Leadership (R) Readiness Levels
R – 1
LOW SKILL LOW WILL
R – 2
LOW SKILL HIGH WILL
R – 3
HIGH SKILL LOW WILL
R – 4
HIGH SKILL HIGH WILL
25
Situational Leadership(S) Leadership Styles
R – 1 LOW SKILL LOW WILLS - 1 DirectingHigh DirectionLow Encouragement
MA needs EXACT directions. Demonstrate what you want them to do.
R – 2 LOW SKILL HIGH WILLS - 2 SupportingHigh DirectionHigh Encouragement
MA needs specific directions, but is willing to go solo. Strongly encourage the efforts.
R – 3 HIGH SKILL LOW WILLS - 3 CoachingLow DirectionHigh EncouragementMA has the skill now and mostly needs encouragement to build confidence.
R – 4 HIGH SKILL HIGH WILLS - 4 DelegatingLow DirectionLow Encouragement
MA has the skill and the will to perform the task. Periodically inspect their progress to reinforce their behavior.
26
ReviewFive Fatal Flaws
1. Unclear or inconsistent communications
2. Failing to acknowledge or manage change
3. Not assessing Readiness level of team members
4. Failure to set clear goals and expectations
5. Poor time management
27
thePlan
Capture one key thought or new concept that you will take back to the job and implement.
Review your action plan with the person sitting next to you.
28
“When you are through changing, you are through.”
- Bruce Barton