SME Recruiting: Getting SME Support J.C. Quintana, Busines Cortex Consulting

Transcription

1 502 SME Recruiting: Getting SME Support J.C. Quintana, Busines Produced by To SME or Not to SME: Tips for Working with your Customer and your Team

2 To SME or Not to SME: Tips for Working with your Customer and your Team JC Quintana What You Will Learn How To Get Interdepartmental Support How To Select The Right SMEs How To Build Consensus How To Create A Project Plan How To Build Document Review Processes How To Minimizing SME Timewasters 2 Page 1

3 We will also answer: How does information flow? How do you get SME support? Is there an etiquette for working with SMEs and their departments? How do we reward them for their contribution? What if indispensable resources are inaccessible? What is a Sacred Cow? 3 What type of organization do you POLL work for? Page 2

4 How To Get Interdepartmental Support 1. Understand How Communication Flows 2. Can I intercept it? 3. THEN, Follow the Agenda Understand What s in it for THEM 4. If they don t get it Be A Salesman! 5. Remember the Story of the Mouse and the Lion 5 How does information flow? 6 Page 3

5 Owner (s) X-TREME Inc. VPs / Directors /Stakeholders Support Team Functional Owners Product Team External Resources Who are your SMEs? POLL Page 4

6 Owners President - CEO What Do They Know? Mission, Vision, Priority What Do They Need? How is it going to help the company? How is it going to make us money? How is it going to make us money? How is it going to make us money? Owner (s) CEO President 9 Section Heads & Stakeholders What Do They Know? VPs Where their departments are heading? Directors Priorities Stakeholders Division Leaders What Do They Need? Where does this fit in their revenue structure? What are the risks? How will this impact resources? 10 Page 5

7 Functional Owners What Do They Know? Head of Support Bulk of the knowledge Who has the knowledge How to get it What resources are available What Do They Need? Understanding of how this will impact daily operations The fruit (all or in part) of your efforts Customer Srvs Mngr Training Managers Branding Managers 11 Product Team What Do They Know? Specifics of How and What What s working What s not working Why What Do They Need? Some reward to incentivize them Respect for their time Product Developers Engineers 12 Page 6

8 Support Teams What Do They Know? What Do They Need? Sales Training Customer Support Client Teams Marketing 13 External Resources What Do They Know? What Do They Need? Partners Contractors Vendors Volunteers Customer Certification Agencies 14 Page 7

9 Intercepting Information Owner (s) VPs / Directors /Stakeholders Functional Owners Product Team External Resources Support Team 15 Some Ideas (Prepare to share some of your own) Get Invited to Interdepartmental meetings State Your Case Gage Support Look for Allies Befriend Enemies Understand where YOUR own leadership stands 16 Page 8

10 Any ideas to share? Audience What if they don t get it? Sell your point! Be a Salesperson! 18 Page 9

11 Good Advice from LeBoeuf People are more persuaded by the depths of your beliefs and emotions than any amount of logic or knowledge you possess People are ruled by their emotions & emotions are contagious The only two things people ever buy: good feelings AND solutions to problems At any point in time a person is feeling either glad, mad, sad or scared - people only buy when they are feeling glad. 19 Good Advice from LeBoeuf The bottom line to all obstacles and objections is this: they don't value what you're selling as much as they value the money it costs. 20 Page 10

12 Is there an etiquette for working with SMEs? Their departments? 21 SME Etiquette Leave the past behind: Don t focus on why things are broken (specially with developers) Don t show up unexpected Clearly define what you need, how, and by when Get confirmation that they can meet your expectations Clear things with their boss But don t use their boss to force them to do anything Don t waste their time! 22 Page 11

13 What makes the best SME s? POLL Common Attributes of a Good SME Widely Recognized by Peers Reliable Source Have special knowledge Have closest proximity to the knowledge They actually want to do it 24 Page 12

14 At Software Companies Developers i.e. Help Desk / Customer Service / Call Center Product Managers 25 In Retail and Food Services The ones customers point out to you i.e. Those taking the initiative to help new employees Overqualified employees you can t afford to promote (use them or loose them) 26 Page 13

15 In Industrial and Manufacturing Your most experienced i.e. Those qualified and wanting to take on more responsibility 27 In Services Industry People who have worked in multiple functions, departments i.e. Face-to-the Customer Employees 28 Page 14

16 From Among Clients All of the above mentioned i.e. Your Customer Champions 29 From Among Partners All of the above mentioned i.e. Those who understand benefits and potential revenue for them. 30 Page 15

17 What is a Sacred Cow? POLL How To Build Consensus Fundamentals of Collaboration Team Agreements Common Project Plans and Calendars Build a Rewards and Incentive Program 32 Page 16

18 Address why they won t help They don t know why they should do it. They don t know how to do it. They don t know what they are supposed to do. They think your way will not work. They think their way is better. They think something else is more important. There is no positive consequence to them for doing it. They think they are doing it. They are rewarded for not doing it. They are punished for doing what they are supposed to do. They anticipate a negative consequence for doing it. There is no negative consequence to them for poor performance. Obstacles beyond their control. Their personal limits prevent them from performing. Personal Problems. No one could do it. The MERGE Method for Collaboration Mission Based on Values Exhibited Integrity Responsibility with Accountability Giving Service Earned Trust 34 Page 17

19 Mission Based on Values: Create a values agreement Be clear on your expectations / agenda Define stipulations for those who deviate 35 Exhibited Integrity Discerning what is OK and not OK to do Act on those agreements stay true to them even at the risk of personal loss Communicate openly and transparently Keeping your agreements * Integrity, Stephen Carter 36 Page 18

20 Responsibility with Accountability Responsibility is you what you do Accountability is what you choose to do The absence of Victim Mentality. A realistic understanding of Influence and Concern. Realizing the meaning of Ownership and Choice. 37 Giving Service Reliability Credibility Attractiveness Responsiveness Empathy 38 Page 19

21 Earned Trust Trust - firm reliance in the honesty, dependability, strength or character of someone. Trust - faith in your ability or word in some specific area. Trust - includes the degree to which I believe you will look out for my best interest in a specific area. 39 How Do We Define It? Trust is never given to another person globally and unconditionally. It always has to do with a specific area of expertise or action. Trust involves both ability and word. You are capable in this area and true to your word if you promise to do something in that area. Trust comes in different degrees or levels, even as it is always defined relative to some area of action or behavior. 40 Page 20

22 How Do We Define It? Though trust can be one-sided, it is best when it is mutual. Trust can grow between people, or it can erode. Lost trust can also be restored and rehabilitated. Trust can be built. There are methods and skills for facilitating it. 41 Any ideas to share? Audience Page 21

23 How do you reward SMEs? 43 More Advice from LeBoeuf The Triple-Win Reward System Customers Must Be Rewarded With Superior Products and/or Services Employees Must Be Rewarded (For Rewarding The Customer) With Pay, Growth and a Winning Environment The Company Must Be Rewarded With An Adequate Profit So That It Can Continue To Grow And Serve Customers And Employees 44 Page 22

24 More Advice from LeBoeuf Three Reward Categories: 1. Conditional Rewards 2. On-the-spot Rewards 3. Surprise Rewards 45 How do you reward your SMEs? POLL Page 23

25 Ten Best Ways To Reward SMEs 1. Money 2. Recognition 3. Time Off 4. A Piece of The Action 5. Favorite Work 6. Advancement 7. Freedom 8. Personal Growth 9. Prizes 10. Fun 47 How do I create a project plan? 48 Page 24

26 Project Management 101 Resources People, equipment, material Time Task durations, dependencies, critical path Money Costs, contingencies, profit Scope Project size, goals, requirements 49 Take Advantage of Existing Resources Some great resources at Project roles and responsibilities matrix (DOC) Project communication plan (DOC) Project status report (PPT) Project team communication plan Project planning overview presentation 50 Page 25

27 Don t Plan in a Vacuum Connect to the bigger picture / project Don t try to become an MS Project Expert BUT!!! Be Willing if it becomes necessary Don t try to force dates, use the duration relationship flow in MS Project 52 Page 26

28 Windows XP deployment plan Successforce Implementation Map This map outlines tasks and milestones associated with a Successful CRM Rollout. You can edit the map, adjusting dates and individual tasks for your implementation. For more detailed information, visit Successforce.com and search on the key words below. Successforce Professional Services 100% Adoption Increased Revenue Measurable Productivity Gains Improved Customer Satisfaction Week 6 Week 3 Week 4 Week 1 Week 2 Week 5 Executive Sponsor Identify Your Project Team Guide the Project Team and Enforce Project Deadlines Reiterate Business Value and Promote Adoption amongst Managers and Executives Meet Regularly with Your Administrator and Project Team to See Where They Need Support Project Team Project Team Kickoff Meeting Take Online Training Best Practice Presentations Greenlight Your Implementation Plan Send Kickoff Validate Data and Customizations Go Live with Salesforce.com Kickoff Meeting Gather Feedback, Prioritize New Features and Change Requests Evaluate Partner Applications and AppExchange Components Send Monthly Newsletter to Your Users and Execs Business Process Review Model Salesforce.com to Your Business Leverage Online Help and Best Practice Resources Post Questions to the Discussion Boards Develop an Ongoing Training Program Monitor and Improve Adoption and Data Quality Salesforce Administrator Take Online or In Person Training Custom Fields and Page Layouts Users and Roles Adoption Dashboards Activate All Your Users Leverage Successforce.com and Local User Groups Implement Change Requests Processes and Workflow Rules Website Integration Migrate Your Data Rollout New Features and Custom Apps Manage Users, Roles, Profiles, and Groups IT and Developers Explore the AppExchange Developer Network Integrate Salesforce with Your Other Business Systems Find New Integration Points and Build Custom Apps Take Online or In Person Training Build Custom Apps and Advanced Website Integration Leverage AppExchange Developer Network Managers and Executives Take Online Training Best Practice Presentations Build Dashboards for Your Team (Key Business Metrics, Leaderboard, Competitive Analysis) Provision Key Materials (Documents, Templates, Mail Merge) Manage to the Application (If It s Not In Salesforce It Doesn t Exist) End Users Receive Kickoff Take Online Training In Person Training Online Help, Training, Support Build Your Personal Reports and Dashboards Install Outlook Edition Build Your Templates Page 27

29 How To Build Document Review Processes Create Review Approve Update Publish 55 How about technology? imarkup Workgroup Server SharePoint Alfresco Enterprise Adobe Tools Others 56 Page 28

30 How To Minimizing SME Timewasters Remember, THEY have another job Stick to the Project Plan Do Your Own Research 57 Q&A JC Quintana President, BusinessCortex Atlanta, GA 58 Page 29