LEADING A SELLER- DOER CULTURE JEN NEWMAN, CPSM, CEO IGNITE COACHING & CONSULTING

Transcription

1 LEADING A SELLER- DOER CULTURE JEN NEWMAN, CPSM, CEO IGNITE COACHING & CONSULTING

2 NEW LENS

3 THE RIGHT PEOPLE

4 SET GOALS EXPECTATIONS

5 GIVE THE TOOLS NEEDED TO SUCCEED

6 ALLOCATE TIME

7 CELEBRATE

8 BE A SERVANT LEADER

9 A servant-leader is a person who begins with the natural feeling of wanting to serve first to help, support, encourage and lift up others. And because of their noble role model, others begin to lead by serving. Robert K. Greenleaf

10 SERVANT LEADERSHIP

11 SOUTHWEST AIRLINES I have always believed that the best leader is the best server. And if you re a servant, by definition, you re not controlling. We try to value each person individually and to be cognizant of them as human beings not just People who work for our Company. Your employees come first. There s no question about that. If your Employees are satisfied and happy and dedicated and inspired by what they are doing, then they make your Customers happy and they come back. And that makes your shareholders happy. Think about Customer service. Profit is a by-product Top best companies to work for in America and operate approximately 50% higher return to shareholders. Herb Kelleher, Former CEO, Southwest Airlines

12 BALFOUR BEATTY I am a true believer in attitude. It s contagious. I can get excited about a concrete pour and then the next thing you know, those guys pouring the concrete get excited. In addition to the big goal at the end of finishing the project, you celebrate those many little goals in between and it gets everybody pumped up. I want that excitement and attitude not only for me, those that work around me, but also for those all the way out to the subs, labor, and gate guards. - Sam Moses, General Superintendent, BARA

13 The Set-up Getting your business development process off on the right foot

14 Organization Structure how will you eat this animal?

15 Organization geographic state, region market focus healthcare, water, corrections, etc. service line architecture, civil, environmental, etc.

16 Organizing the team

17 Organizing the team

18 Organizing the team key finding: Potential clients have developed a preference for meeting with the individuals who will be working on their projects. This dynamic has created a need for business developers and seller-doers to work together to advance new business goals and sustain lasting business.

19 Organizing the team Arrange meetings with potential clients (90%) Participate in client meetings (78% Participate in client organizations (74%) Attend trade shows (73%) Conduct market research (68%) Participate in client meetings (89%) Participate in client shortlist presentations (75%) Write proposals (70% Set up appointments with potential clients (65%) Participate in client organizations (64%)

20 Leaders, Champions, Teams CEO, President President, Principal VP Facilities Building Engineer Project Manager Senior Engineer Staff Engineer Staff Engineer client s organization your organization

21 Establish Expectations Roles Action items Progress dates Information sharing client manager primary contact with client from your firm manage client team focus on initiatives and activities client team other seller/doers principal technical staff business development marketing accounting human resources legal

22 Engage Millenials By 2025, Millennials will comprise 75% of the global workforce!

23 Engage Millenials Millennials want firms that: Foster innovative thinking Develop their skills Make a positive contribution to society

24 Marketing and BD Support what does that look like for your firm?

25 how does work come in the door? who owns each element in the process of marketing and business development

26 Supporting Docs market research what s going on with your clients what does the market think about your firm, competitors client assessment who fits your firm pursuit assessment opportunities on your radar, short-term and long-term proposals, interviews fire drill or planned? conferences, events where are your clients? speaking, publishing establish your people as the expert

27 Tracking and Information Sharing Regular BD meetings

28 Tracking and Information Sharing CRM Updates

29 Tracking and Information Sharing Client Assessment Tools

30 Tracking and Information Sharing Pursuit/Capture Planning Tools

31 Strategic Planning It s changing

32 Today s workforce

33 Times are a-changing Old model: one or two principals who handle it all New model: Engage seller/ doers in the strategic planning process

34 Insights from various perspectives human resources IT seller/ doers rising stars marketing / BD current leadership legal finance technical

35 Today Generational shift in the marketplace resulting in new ways of planning GenX, Millenials rejecting SWOT-based models New, simple direct models are working better Technology improving CRM systems constantly

36 Define your process

37 Establish a process that works for your team

38 Client engagement plan

39 implementing a BD process yes, it is a process

40 Customize to fit YOUR team The cookie cutter approach just doesn t cut it

41 Train your team HINT: much more this afternoon!

42 Execute the process Client team Individual

43 Table exercise Step One: 5 minutes Choose one template from your workbook Edit for use either by your firm or you Step Two: 10 minutes Populate your edited template Step Three: 15 minutes Share with the group

44 4/9/2018 Formalizing the Seller-Doer Process in Your Firm Wally Hise, PE VP, Business Development 11 April 2018 Demographics Business Developer Seller-Doer Marketer Firm Principal Other 1

45 4/9/2018 My early Seller-Doer years [another] Proposal Deadline Why we stay late on Friday afternoon 2

46 4/9/2018 Robert s Words of Wisdom 3 reasons we write proposals Get work for YOURSELF Get work for your STAFF Get work for the FIRM Seller-Doer Business Development Specific to YOUR firm PROGRAM PROCESS PEOPLE 3

47 4/9/2018 So you want to develop your Seller-Doer program Begin with the end in mind. Steven Covey The 7 Habits of Highly Effective People So you want to develop your Seller-Doer program Begin the project / task with a clear vision of your desired direction and destination. 4

48 4/9/2018 Seller-Doer Program GOALS Seller-Doer Program GOALS 5

49 4/9/2018 Seller-Doer Program ATTRIBUTES What makes the great ones GREAT? 6

50 4/9/2018 Seller-Doer Program ATTRIBUTES What makes the bad ones DIFFICULT? IDEAL Seller-Doer Attributes 7

51 4/9/2018 How do you know a Seller-Doer? Reduced Utilization Goal 8

52 4/9/2018 How do you know a GOOD Seller-Doer? They talk more about the work they re PURSUING than the work they re PERFORMING How do you know a GREAT Seller-Doer? COMPETENT Technical know how INTERESTED Ask questions RESOURCEFUL Know their limits and how to get help 9

53 4/9/2018 SMPS Foundation research (March 2016) Perspective on business developer and seller-doer roles BUSINESS DEVELOPERS 10

54 4/9/2018 SELLER-DOERS DEFINITIONS BUSINESS DEVELOPERS are dedicated employees who secure contracts or projects for their respective firms, either through repeat clients or fostering relationships with new clients. SELLER DOERS are technical staff who are also responsible for billable hours and, to some degree, for securing contracts or projects for their respective firms, either through repeat clients or fostering relationships with new clients. 11

55 4/9/2018 An HDR Conversation FOCUS OPPORTUNITIES RELATIONSHIPS POSTURE BUSINESS DEVELOPERS Long-term (strategic) Growth (new) Cultivating new Face to industry SELLER-DOERS Near-term (tactical) Follow-on Maintaining existing Face to client Video credit: Chevron So, what do Seller-Doers do? 12

56 4/9/2018 Seller-Doer ACTIVITIES Seller-Doer ACTIVITIES 13

57 4/9/2018 How many people have a sales process? 1 2 Does your process work? Is your process well understood? Every opportunity goes through the process Identify Close 14

58 4/9/2018 Organize activities into your process steps so Seller-Doers can see how they fit in 15

59 4/9/2018 This is your homework It might look like: THE DREAM TEAM Attend meetings Give presentations Thought leadership Close sales Create awareness Build brand Conduct research Develop presentations Assist with proposals Identify prospects Schedule meetings Network Assist seller-doers Open doors 16

60 4/9/2018 Selling is a TEAM SPORT Instead of asking them to SELL 17

61 4/9/2018 Ask them to do specific activities to help YOUR ENTIRE TEAM SELL Who s on board? You re going to need SUPPORT to make this work 18

62 4/9/2018 OWNER That s probably YOU APPROVER Someone will have to: Approve reduced utilization Fund training and development 19

63 4/9/2018 ENFORCER Who can direct people to get stuff done? COACH(ES) You ll need hands-on mentoring 20

64 4/9/2018 Seller-Doer Program METRICS How will you know it s working? HINT Look at your Program Goals 21

65 4/9/2018 If a GOAL is to build confidence of our staff A metric might be: attend client meetings without a manager If a GOAL is to generate more leads A metric might be: grow our leads by 25% 22

66 4/9/2018 It all comes down to PEOPLE 23

67 4/9/2018 Develop INDIVIDUAL plans based on: Skills Strengths Interests How well do they match the ideal profile? (Pick ONE area to develop) 24

68 4/9/2018 How well do they do the activities required? (Pick ONE area to develop) Agree on individual Seller-Doer goals 25

69 4/9/2018 Everyone can do something to contribute to sales. Sean 26

70 4/9/2018 Seller-Doer Program ACTIONS Bring a seller-doer to your next client meeting Analyze a recent win or loss as a group Share the numbers / be transparent on sales Invite a seller-doer to observe an interview rehearsal Help a seller-doer plan his / her time for a week 27

71 4/9/ Conduct a strategy session for a future opportunity Schedule a lunch-and-learn to plan for a client meeting Create a repository for client meeting notes Talk about sales in your staff meetings Celebrate progress (publicly) 28

72 4/9/2018 What does right look like? Red Bucket Strategy When I focus on marketing, I never have to worry about utilization goals. Rob What does right look like? Feedback What did you like? What can be improved? Send me an , and I ll send you an electronic form wally.hise@hdrinc.com 29

73 4/9/2018 Let s talk 30

74 Expectations and compensation Jen Newman, CPSM, CEO Ignite coaching & consulting

75 Just Do it Empowering Your Seller-Doers

76 resource Compilation of interviews with 30 rockstar business developers across the US Research focused on 3 questions: What is the most creative, successful and positive technique you ve implemented to get your seller/doers to do more BD? How has business development been measured in your experience? Is there a better way? How has your firm elevated, promoted, or showcased rising BD rockstars?

77 Education & Training teach a man to fish.

78 Building a curriculum Mixture of lecture and hands-on activities Multiple sessions Encourage participants to put new skills into practice between sessions Share successes, setbacks Buildable topics and skills sample modules Basics of Business Development, maximizing Client Relationships from Behind the Desk Developing Your Personal Business Development Plan Client Capture Plan Workshop Relationship Development 101 Productivity 101 Market Research Networking 101 reference full list in workbook for additional ideas!

79 the case for developing in-house Creating from the ground up: o Foundation is everything, but start at the top o Don t go it alone o Know your people, know how they learn o Start from the basic formula and fit it to your team o Benefit: in-house expertise established

80 the case for developing in-house Basic steps 1 Marketing Studying Discovering Marketing 2 Discovering 3 Studying 4 Winning 5 - Doing Winning Doing

81 the case for developing in-house Working with systems in place Understand the history Collaborative approach to changes Simplifying is always better Changes in the marketplace Changes in generational approach Benefit: in-house expertise established

82 the case for hiring outside help Objective, no perceived bias Able to question status quo Introduce new ideas, broaden thought process when developing curriculum Easier to get participants outside their comfort zone things to look for Work in tandem with firm leadership and marketing/bd to create firm-specific program Understand AEC, how work is won and delivered

83 Gaining Buy-in & Engagement convincing firm leadership

84 Determine metrics Work with accounting / finance Identify KPIs key to your firm s financial success Add other categories to measure client outreach, engagement

85 Start with the numbers Build the case for better efficiency CFO is marketing s BFF Everything is measurable Get beyond hit rate Follow up and FOLLOW-THROUGH

86 Start with the numbers Timeline for Implementation Budget Craft a plan with realistic, implementable strategy Roll-out Duration Participants Location(s)

87 Engage firm leadership Start with your advocate Consider different roles needed for buy-in for success, pitch based on benefits to them (owner, approver, enforcer, coaches, etc.) Get to the top quickly Look at the long run (motivation/recognition parameters)

88 Build excitement at the roll-out Match your company culture with the roll-out Kick it off in a big way

89 Motivation & Recognition anyone up for a friendly competition?

90 Establish program early Test run it Use focus groups Use your network, get an outside perspective DO NOT RUSH IT, if it s not baked on schedule, keep cooking it until it s ready

91 Match the program to culture Monetary When, how much? Who gets credit? A WORD OF CAUTION: Rarely is business development done by a single person s effort Recognition Personal Team level Corporate Promotion Is there an expectation of promotion? Is it an important path to principal / ownership?

92 Stick to the program Consistency Level playing field Reward or not for close enoughs?

93 Table exercise What are the benefits to your firm to create a seller-doer training program? What are the challenges to creating a sellerdoer training program for your firm? timeframe: 30 minutes then share with group

94 CLOSING THOUGHTS