October 28, SMA Experts Exchange Coaching Salesperson Career Development. An Expert Panel discussion featuring:

Transcription

1 SMA Experts Exchange Coaching Salesperson Career Development October 28, 2010 An Expert Panel discussion featuring: Gary Braun Principal Pivotal Advisors Bill Kimla Director Sales Operations Air Liquide America Specialty Gases Dan Strunk Executive in Residence DePaul University Center for Sales Leadership 2010 The Sales Management Association. All rights reserved

2 About The Sales Management Association A global, cross-industry professional association for sales operations and sales management. Focused in providing research, case studies, training, peer networking, and professional development to our membership. Fostering a community of thought-leaders, service providers, academics, and practitioners. Join us December 15 DePaul University in Chicago Advanced Sales Management: Execution Excellence in The Sales Management Association. All rights reserved Slide 2

3 Today s Session Panel format Each panelist will present for 10 minutes I will moderate discussion following these brief presentations We will take your questions Today s Panelists Gary Braun Principal Pivotal Advisors Bill Kimla Director Sales Operations Air Liquide America Specialty Gases Dan Strunk Executive in Residence DePaul University Center for Sales Leadership 2010 The Sales Management Association. All rights reserved Slide 3

4 Gary Braun, Pivotal Advisors SMA Experts Exchange Coaching Salesperson Career Development Gary Braun Principal Pivotal Advisors Copyright 2010 Pivotal Advisors. Used with permission by The Sales Management Association. All rights reserved.

5 The Typical Conundrum Sales Rep wants to advance his/her career No clear job definitions in the organization besides titles such as: Sales Representative Account Executive Business Development Account Manager etc. Many assume management is next logical step, however: No room for another manager They don t understand the job Slide 5

6 What Some Companies Do Invent Job Titles (but do the same job) Senior Sales Representative or Senior Account Manager Invent Jobs (same job with additional responsibilities) Team lead for special projects Ignore Requests There is nothing open now Dangle the Carrot I ll keep you in mind when something comes up Promote them to Management (whether they are fit or not) Slide 6

7 Unplanned Approaches Lead to More Problems Promotions/pay increases with no criteria Promotions to one person to make it fair with another Top people leave because they don t see a path for progression Disengaged employees Slide 7

8 Understand the Needs of the Organization and the Individual ORGANIZATIONAL NEEDS What are the organization s major strategic issues over the next two to three years? most critical needs and challenges critical skills, knowledge, and experience to meet these challenges staffing levels required strength necessary to meet the critical challenges INDIVIDUAL NEEDS Progress on career resume More money More responsibility Satisfy ego/gain more respect Personal development New challenge/something different Where strengths can be best utilized Slide 8

9 Personal Development Cycle Path 1 (Seasoned and/or plateauing) Path 2 (Re-vitalization and/or re-challenged Role Fit and Personal Productivity Stage 2 Performance (Proficiency and operating at full capacity) Stage 3 Maturation Path 2 (Readjusting. role-shifting, and/or re-learning) Stage 4 New Momentum or Decay Path 1 (Complacency, stagnation and/or demotivation) Stage 1 Emergence (Orientation and learning) Time (Source: Adapted from George Land s Grow or Die: The Principle of Transformation) Slide 9

10 Options to satisfy rep s goals There may be more than one path to the Rep s goals: Management More Territory More Accounts/Larger Accounts Senior Positions/Mentor Different Role in the Organization Must be in alignment with Organizational Goals! Slide 10

11 Define the Role Requirements to get to the Role Achieve quota x quarters/years in a row Master current role Significant contributor in some defined capacity Deliver X Education/certification Demonstrate certain knowledge/skills Responsibilities of the new role What they will do on a daily basis What they need to deliver Advantages and Disadvantages of the Role Be honest and objective Slide 11

12 How do they match up? Give them an personalized plan to advancement 1. Define the requirements, characteristics and competencies needed: What skills do they need to have? What do you need to demonstrate? What do they need to know? 2. Have them rate themselves 3. You rate them, then compare with their ratings 4. Open and honest dialogue about where they are at today and what they need to work on Slide 12

13 Develop a Plan to Close the Gaps Start assigning tasks to develop competencies: Management: coaching, mentoring, running meetings Senior Positions: analyzing and presenting to larger accounts Skills: courses, new opportunities Provide coaching to those competencies Regular observations and feedback Regular review of progress towards requirements Give realistic expectations of when and how advancement will happen Slide 13

14 Summary Acknowledge their requests Understand what they really want Evaluate options with them Assess where they are and where they need to be Provide coaching/guidance to close the gap Consistent and honest communications and feedback Realistic expectations Slide 14

15 Thank You Thank You The Sales Management Association. All rights reserved

16 Bill Kimla, Air Liquide SMA Experts Exchange Coaching Salesperson Career Development Bill Kimla Director Sales Operations Air Liquide America Specialty Gases

17 American Air Liquide Manufacturer and seller of industrial gases and related services More than 4000 employees 200 locations 100 plants 1,800 miles of pipeline US Headquarters in Houston, TX Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 17

18 How Do You Answer These Questions? What are my career options if I choose to stay in sales? If I don t move into management what options do I have to make a bigger contribution? What do I need to know to be a Strategic Account Manager? What do I need to do to get promoted to the next grade level? As a manager, how do I know when an employee is eligible for a promotion? Who are the potential candidates for National Accounts? Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 18

19 Management s Predicament Sellers who know more and perform better paid less than their more senior counterparts Years of company experience = higher base pay Poor connection between total compensation and skills, knowledge, and behaviors Inconsistent pay & grades across the country Generic development plans for employees Shallow career conversations, if at all Unclear progression for sellers wanting a career in sales Inability of management to articulate criteria for promotions Promotions based on local management recommendation Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 19

20 The Solution A Sales Career Ladder Establish a hierarchy of sales roles Identify observable competencies for each position and for each competency category Identify expected performance levels for each position Develop assessment tools for deployment Train management and provide a lifeline during the launch Independent assessments manager and seller Face to face 1 on 1 s Documented development plans Annual review and update Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 20

21 Summary Matrix Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 21

22 Team Contribution and Leadership Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 22

23 Organizational & Individual Benefits Clear expectations for each level of sales; performance, skills, knowledge, and behaviors Management credibility Individual and specific development plans Basis for succession planning Clear expectations for management s HR role Promotions based on performance AND competencies Recruiting tool Effectively dealing with our Predicament Copyright 2010 Air Liquide. Used with permission by The Sales Management Association. All rights reserved. Slide 23

24 Thank You Thank You The Sales Management Association. All rights reserved

25 Questions and Discussion Gary Braun Principal Pivotal Advisors Bill Kimla Director Sales Operations Air Liquide America Specialty Gases Dan Strunk Executive in Residence DePaul University Center for Sales Leadership Slide 25