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Keys to Accountability

Keys to Accountability. Fear Based Management. Impedes communication Reveals your insecurities Promotes sabotage Is counter-productive Costs you money!. Accountability. You Do Not Have To Be “The Baddie” to be effective. I'll get you my pretty... and your little dog too! - retribution

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Keys to Accountability

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  1. Keys to Accountability

  2. Fear Based Management • Impedes communication • Reveals your insecurities • Promotes sabotage • Is counter-productive • Costs you money! Accountability

  3. You Do Not Have To Be “The Baddie” to be effective • I'll get you my pretty... and your little dog too! - retribution • Don’t make me call out my flying monkeys! -threats • Look what you've done! I'm melting! melting! - martyrdom Accountability

  4. The 3 D’s…… • DO TO • DO FOR • DO WITH

  5. Respect-Based Management • Is willing to hear the truth. • Engenders loyalty. • Does not micro-manage. • Communicates effectively. • Makes you money! Fear is demanded. Respect is earned. You cannot have both.

  6. YOUR STANDARDS MUST BE FIRM, FAIR… AND CLEAR! Accountability

  7. Sit back, watch and LAUGH…….. Special thanks to my personal mentor and….. THE BEST BOSS, I HAVE EVER HAD…… Weezie Kramer, Region President, Entercom

  8. Lack of communication with a superior is the leading reason that people under 35 gave for changing jobs. - USA Today Salespeople Can’t Be Accountable To You If They Don’t Know What You Want From Them VIDEO Accountability

  9. Start With THOROUGH Account Executive Job Descriptions & Competencies • The account executives at Radio Stations must possess a wide range of skills and have the ability to perform within certain standards. • To achieve the challenging goals set forth, account executives are required to evolve their skills in specific areas of selling. • However, if your are not way ahead of the curve, you cannot expect your team to follow…. Accountability

  10. Account Executive Job Description and Competencies • Synergistic Selling • Cluster, Digital, Multi-Platform, Print, etc. • New Business Development • Product Knowledge • Pricing & Packaging • Each individual will be further evaluated on the following: • Sales Competence • Technical Competence • Conceptual Competence • Commitment and Desire Accountability

  11. Sellers Development Skills Sales Competence The ability to: • Uncover client emotional needs • Listen to client problems & ideas • Create or develop solutions • Maintain the integrity of the station’s objectives and goals

  12. Sellers Development Skills Technical Competence An understanding of: • Marketing & advertising statistics • Measurement & methodologies • Research & industry terms (and how to use them) • The technological skills needed to make it all work!

  13. Sellers Development Skills Conceptual Competence • Creatively blend facts and figures into a compelling story illustrating how the station excels as an advertising and marketing vehicle

  14. Sellers Development Skills Commitment & Desire • Winning and achievement assumes excellence in performance • Excellence requires intense commitment • Desire to win and win right! • You have to want to win

  15. Performance Standards • Each Account Executive should understand clearly in each category, what performance is: • Excellent • Good • Average • Poor Accountability

  16. Growth Measurement • Develop sales-skill depth • Account development &retention • New business development - Appointment-to-proposal ratio - Proposal-to-close ratio • Profitability of business conducted • Billing Collection

  17. What Do We Measure? • Percent of Goal • Overall Revenue • New Business Accounts • New Business Revenue • Alternative Revenue • Avg. Number of Accounts On Air • Shrinkage/Turnover

  18. What Do We Measure? • Client Retention • Average Price per Account • Receivables • AUR • Written Presentations • Demo Spots • Advertiser Success Stories • Referrals • Influence / Attitude / Teamwork Accountability

  19. The Big 3: What Do We Measure? • Asking for $$ • Prospecting • Client Service

  20. How & When To Measure • Informally • On Calls • In Office • Interaction with Others • Formally • One-on-one, held as you are prepared for them, tracking past and future activity • Formal reviews (quarterly, yearly) Accountability

  21. Informal Meetings • Summarize what is to be done • Include completion date • Monitor progress the next time you gather Write It Down! Accountability

  22. Formal Reviews • You and seller grade on key points (Seller will likely be more critical than you) • Compare notes • Pick the 3 most important points • Summarize what is to be done • Assign a completion date • Monitor progress at subsequent reviews (do NOT wait for a year) Write It Down! Accountability

  23. “I know you think you understood what I said. But I am not sure if what you think you understood is what I meant to say, understand?” - Overheard at O’Hare Airport Accountability

  24. Are You Getting Through? • Monday Morning Meetings • “Got-It” Fund • “You understand? Terrific, sign here…” • Staff discussion of points. • Even a blind squirrel… • Body Language = 58% • Voice = 37% • Words = 5% Accountability

  25. Accountability Issues • Know what people expect of you (above and below) • Look for mutual understanding • Get rid of non-productive staff • Be the leader in finding your weak areas • You’re not likely to be promoted until your team is in order

  26. Keys to Accountability

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