The Sales Coaching Workshop How to Turn Ordinary Reps into Extraordinary Reps  Presented by:

1. The Sales Coaching Workshop How to Turn Ordinary Reps into Extraordinary Reps Presented by: Jim Domanski Teleconcepts Consulting Inc. 613 591 1998 www.teleconceptsconsulting.com

2. Goal of Workshop • to provide you with a 3 steps coaching process that will help you modify the sales behavior of your sales reps…and increase sales revenues • Key Objectives • to introduce the MAF process • to build job aids to help in the MAF process • to provide you with specific techniques to help modify the behavior of your sales reps • So, what’s in it for you: • save time and effort by applying a proven coaching methodology • reduce the frustration of coaching • provide more consistency in your coaching (which means great adherence to the techniques you present) • improve effectiveness of your sales team • maximize your training investment • reduce the learning curve (your reps learn faster and generate dollars sooner) • increase sales and/or lead generation results

3. Why Coach? Training is not enough Sales experience means nothing… Homeostasis Zone It modifies behavior Carrots don’t work…for long Because sales is a result of interaction between a client and your rep

4. 6 Things That Coaching is NOT • Not personal anecdotes • Not motivating hype • Not training • Not an “open door” policy • Not a personnel review • Not a group meeting

5. The Coaching Process Defined • Coaching Defined • The 3 Parts to the Coaching Process F_________ A_________ M_________ important Standards

6. Step #1: Monitoring The process of assessing a rep’s level of performance relative to a given standard • Why monitoring • Who should DO the monitoring • Where should monitoring be done • Who should be monitored • When should you monitor A B C R • What should be monitored (see next page)

7. Standards -the most important element of the coaching process - you cannot objectively and effectively coach without a standard -a standard is a COMMUNICATED set of expectations for specific parts of the sales process - something established for use as a ‘rule’ or basis of comparison - clearly defined guidelines - usually the sales standards are the ‘best practices’ you want your sales team to use over and over and over again -In sales you can establish a standard (if you choose) or any repeatable skill or process EXAMPLES

8. The Monitoring Sheet - Powerful a job aid used by a sales coach which lists the key standards to help in the monitoring (and analysis) phase - Monitoring sheets ensure: Objectivity Consistency Discipline - Binary Rating ONLY - DON’T use numeric systems 1 2 3 4 5

9. Sales Monitoring Sheet date Step #1: Pre Call Planning Notes S ns • use of pre call planning sheet • “can you give me the name of the person in charge of…” • gathered other information Step #2: Opening Statement Notes S ns • humble opener • assertive opener • transition bridge Voice Mail Notes S ns • idea voice mail • referral voice mail • “only you…” • analytical or other Step #3: Qualifying Notes S ns • vital questions • Other questions Step #4: Advance Notes S ns • “Based on what you have told me…” • Specific date & time Objection Handling Notes S ns • “Knee jerk” objection handling • Authentic (3 steps) • FAQ (product knowledge) Recommendations & Action Plans Rep Manager

10. Step #2: Analyzing The process of determining if the rep is performing to the established standard and the actions required based on the analysis Think First Plan Your Feedback

11. The Most Effective and Powerful Analyzing Tool in the World Monitor Note it and move on No Is performanceaccording tostandard Is performance exceptionallyabove standard No Yes Is it worththe time No Provide Positive feedback Yes Note it andmove on Yes (refer to specific behavior) Has the rep beentrained to standard No Continued on next page YesContinued on next page

12. continued from previous slide continued from previous slide Provide Structured training Has the employeeexhibited a pattern ofunsatisfactoryperformance? Self-paced one on one group Coach Wait and observefor pattern no Has the rep beentrained to standard Yes Provide reminderor “mini” coach Does the repexpress the desire to work to standard Yes No Remove obstacles No Consider alternatives

13. Step #3: Feedback • Who should provide the feedback • Why provide feedback • When should feedback by provided • What should you provide feedback on? • Where should feedback by provided • How should feedback be provided

14. Feedback: How The 4 Styles of Feedback 2. Developmental 4. Counseling 1. Assessment 3. Mentoring

15. Assessment Feedback - assesses or evaluates sales performance by ‘grading’ or ‘rating’ or ‘ranking’ the call or visit -often petty in nature -to most sales reps, it implies judgment and criticism - it also implies subjectivity where the motives of the coach might be negative - if feedback is provided, it is based typically subjective in nature “This is how I would have handled the objection…” “You should have mentioned the price break…” “Why didn’t you tell him about our terms…” - often seen in micro managers who feel the need to provide some sort of critique with every visit or call KEY POINT: It does not develop, change or modify behavior

16. 2. Developmental Feedback - as the name implies, developmental feedback is feedback that develops and nurtures the rep - it builds and strengthens skills and knowledge - it teaches reps how to get better, how to improve, how to succeed -therefore, even if the feedback is not the best, it is accompanied with information on how to improve -therefore, much more positive - 2 types Socratic One minute

17. Superb for new reps Supportive and participative The best method 2. Developmental Feedback (Socratic) “Eric, I have been monitoring your last few calls. How do you feel they went?” “Eric, let me ask you: Based on the training we received and the standards we established, what is our typical approach to our opening remarks?” “Did your opener follow those commandments?” 5. Acknowledge improvements 4. Mutually develop an action plan 3. Discuss ways to enhance performance 2. Describe the behavior observed 1. Ask rep to provide feedback on contact 5 Step Process

18. 2. Development Feedback (1 Minute) For virtually any rep (rookie, sophomore, senior) But must be used wisely HOWEVER, done something exceptional, unique, or different or above standard “Matt, I just monitored your last call. Your objection handling was exceptional. The prospect tossed you a knee jerk objection and you followed the 3-Step Process to a “T” and you got the prospect to listen further. Well done.” “Ed, the presentation you just made on the engineering curriculum was awesome. The way you summarized the clients problem and linked it to the solution was very compelling. Good work!” 1 Minute Praise Can Kill

19. Feedback: HOW The Sandwich Feedback technique “sandwiches” critical feedback between positive feedback Work Exercise: Analyze the following and determine the effectiveness of the Feedback: “Tony, your opening remarks were really good; got the client’s interest…but your questioning really needs improvement … Mind you: your closing was done very well.” Conclusion: Critical Feedback Positive Positive

20. 3. Mentoring Feedback Mentoring is for your exceptional sales reps or those who show exceptional promise How do you provide feedback exceptional reps? m

21. 4. Counseling Feedback Counseling is a form of feedback directed at problem reps, underachievers, Dementors, etc. typically counseling is a progressive process m

22. 4. Counseling Feedback A. The KITA “kick in the a_ _” feedback A “wake up call” designed to get attention used only after participative feedback has been applied and does not seem to work shock ‘em a bit of assessment feedback Examples: “Tom, what the heck was THAT? You’re better than that! What went wrong?” “Brandi, you know this: what is our standard approach to handling objections?” “Joe, quite frankly, I expect more from you…” m

23. 4. Counseling Feedback B. Tough Love For reps who have repeated feedback sessions but have not shown improvement Used for reps who deliberately resist recommendations Appeals to fear factor “John, your job is on the line here…” “Andrea, your results are borderline. Your techniques are not working. Period. You have to make an improvement. Let’s go back to basics…”

24. Counseling Feedback C. My Shoes This technique lets the rep coach themselves and communicates the consequences if the expectations are not met For reps who are doing chronically poorly or simply not complying with your requests to change “Mike, you are not making cold calls to new prospects and inactive accounts. This has had a huge impact on your sales funnel. Even if you close every single account in your funnel by the end of this quarter you will still be 57% below objective. We have discussed this numerous times yet you still seem to avoid the task. Mike, let me ask you, if you were in my shoes, what would you do? …and if you didn’t do that (or achieve that), then what? … and then what?”

25. Coaching Situations • Rock Stars • privileged status or democracy • Rebels • those who won’t comply to coaching • Old Salts • veterans who have been “doing it their way” for 100 years • Dementors • nays sayers, destructive

26. Summary • Coaching is the ONLY activity a manager can engage in that will MODIFY the sales behavior of the sales rep • Coaching is often seen as a PITA…and it can be • There are not quick fixes • Coaching is “important but not urgent” so the tendency is to ‘put it off’ • Resist this! • Schedule, schedule, schedule • And remember: at the end of the day, when you boil it all down, it is the sales rep who: • engages prospects • deals with customers • uncovers needs • generates leads • makes sales

27. About Teleconcepts & Jim Domanski For over 15 years, Jim Domanski has been president and CEO of Teleconcepts Consulting and is considered one of North America and Europe’s foremost experts in the field of business to business tele-sales consulting and training. With clients around the world, Jim has pioneered some of the most innovative and successful tele-sales strategies in today’s marketplace With well over twenty years of practical, “in the trenches” experience as a consultant and trainer, Jim has written three highly successful books on tele-sales strategies and tactics Direct Line to Profits, Profiting by Phone and Add On Selling) A fourth book, Tele-Sales Coaching, is due in the autumn of 2006. He is also the editor and publisher of the highly acclaimed weekly e-newsletter Tele-Sales Vitamins. A prolific and witty writer, Jim has written hundreds of articles and has been featured in numerous newspapers, newsletters and magazines including Marketing Magazine, Advertising Age, Tele-Professional, Sales and Marketing Management, Selling Power, Profit Magazine, Business by Phone and Canadian Business and has appeared various radio and TV programs. As an international trainer, Jim Domanski has implemented some of the most unique and effective tele-sales training programs in North America and Europe. By blending humor with hard hitting, practical tips and techniques, his seminars are thoroughly dynamic, highly interactive and extremely effective. Attendees consistently provide rave reviews about the material and content of all Jim’s training programs. A certified professional speaker. Clients include (among others) SAP Franklin Covey First Energy Corp Molson Breweries Softchoice Corporation Bell Canada Emory & Co. Bank of Montreal Canada Post Swedish Eco. Comm. CDI Computers Techno Trade Shell Canada Grand and Toy Toronto Dominion Analgesic Healthcare Multiple Plastic Devices Multi-Chem TAB Toronto Argonauts Ask Meridian Discus Dental Century Spring Clement Communications Japanese Tel. Ass. Trimega Corp Educational Resources Edwards Medical Prophix Software Softchoice Corp Meridian Consulting JMFA Relational Funding Jim lives in Ottawa, Ontario, is married with two boys. He is an accomplished cook, a voracious reader, a Civil War buff and a collector of edged weapons. edged weapons.