Presented by:Jack McCarthy, PrincipalRevenue Leverage, LLC

UMBC Erickson SchoolSales and Marketing Course

April 20-23, 2010

The Art and Science of Attracting, Selecting, Developing

and Retaining Great Sales Talent

Program Outline

• Establish a Plan for Talent

• Hiring Practices and Tools

• Developmental Opportunities • Break-out Group / Experiential Learning

Exercise

• Q and A

A Plan for Sales Talent

• Consider the cost of ineffective sales talent• Talent as a priority…or not• Making consistent investments in developing talent• Reducing turnover or increasing top talent retention

• Managing underperforming talent• Delegating occupancy to one person• Sales as a Team sport• Start today by reassessing your talent• What is the plan?

Hiring Practices and ToolsThe three step process…

1. Pre-Interview Questionnaire and Situational Analysis/Sales Action Plan

2. Interview, interview…and interview some more

3. Predictive Index

Pre-interview QuestionnairePurpose: Prepares interviewer by matching

written words to verbal presentation, qualifying

the lead up front, and matching skill and

knowledge to the résumés. Measures what the

PI does not.Skills & Knowledge InterestsLiteracy/Language SkillBehavior

Pre-interview Questionnaire

• Describe what you do in your current role. (Get specific answers) • What is the typical day? (Really? How so? Tell me more?)• What makes you passionate about selling senior living services? (Ask

for examples) • How are your results measured? (Ask for examples) • What part of your current role is a challenge and how do you handle it?

(Ask for specific examples)

• Tell me about how your job search is going.• Do you think you a good fit for this job and why? (Line up skills with

business needs)

• What is your ideal job? (Probe to how they see the future)

Sales Action Plan QuizPurpose: identifies that the candidateunderstands what and how to sell, level ofprofessionalism, and presentation,computer and written communication skills.

IntelligenceApplication of Skill & KnowledgeReinforces experience and professionalism

or not!

Sales Action Plan / Situational Analysis

• Instructions – Please develop a sales action plan based on the following scenario. Use the attached SMART goal form provided to communicate corrective measures that you recommend.

• Situation – – 70 units of assisted living plus 20 units of memory care, open for 5 years. – 85% occupied and never been higher. – Department head team is stable with the 3rd ED and 3rd sales person since opening.– Residents and families are happy. – Generating 5 news leads a week with 8 hot, 189 warm and 243 cold leads. – Three of the 4 competitors are full.– Building, location and price are all favorable or even with the competition.– Tour to move in ratio is 20%– Lead to tour ratio is 50%– Professional referrals are 25% of the new leads

S.M.A.R.T. Action Plan(specific, measurable, attainable, relative, time lined)

Issue Action By Whom By When Goal

Interview, interview, interview…

Purpose: A three tier interview process to help

identify a persons consistency and reliability

and sincerity in presenting their value add to the

business. (The Blue File)Pre-screening interview Initial interview with the supervisor Interview with peer groupFinal interview with the supervisors supervisor

Predictive Index Index

A Fact Based and Proven A Fact Based and Proven System to Support Your System to Support Your Business GoalsBusiness Goals

What is Predictive Index?

• In-house management tool that identifies human behaviors• Enables managers to hire, manage and develop their people to

peak productivity• Effective team building tool• Directly links behavior to results• Inexpensive under $50• Easy to do – it takes 10 minutes do complete on line with the

product back to you in another 10 minutes• PI Checklist - simple, quick adjective list, 5 - 10 minutes to

complete, 60 languages• PRO Job Analysis - job specific behavior profiles

P.I. is a Measuring Tool

Individual Potential

BEHAVIORS/DRIVES

MOTIVATING NEEDS

APTITUDES/STYLES

EXPERIENCE

ATTITUDES & VALUES

INTERESTS

LITERACY &

LANGUAGE

PHYSICAL&

HEALTH

INTELLIGENCE

EDUCATION&

TRAINING

KNOWLEDGE

SKILLS

Why Use P.I.?• To get the “right” people on the bus• The wrong people are costly and most times unhappy• To deliver terrific financial results• Test values and culture with those that “fit” best• Retention and talent development of the best• Managing Growth – identifies future leaders based on mission

and vision• Creates a Sales Team that is – agile, balanced, flexible, nimble,

aligned, focused and motivated• Coach/Mentor for alignment with goals• Sales is an art but it’s also a science

PI is a simple measuring tool

• Objective Information that measure

• motivations and needs

• response to surroundings

• Four Basic Factors / all high or low• A = Dominance and Drive• B = Extroversion• C = Patience• D = Conformity to detail• M = Stamina

Proven Standards for Success • Studied over 100 of the most successful

Executive Directors and Sales Professionals

• The common traits are…Leaders and sales people must have the

“sales profile”They are all; dominant, extroverted,

people-oriented, urgent and innovative.

The “Standard” for Top Performing Executive Directors and Sales Professionals

Low or High A• Low A

– Cooperative, team player, service oriented; needs harmony and leadership.

• High A – Independent, controlling, focus, initiative,

risk taking; needs autonomy and power.

Low or High B

• Low B – Private, reserved, direct, factual, serious;

needs time to think, analyze, and be alone.

• High B – Sociable, friendly, talkative, empathetic;

needs people contact and opportunity for verbal communication.

Low or High C• Low C

– Impatient, driving, intense; needs challenge, opportunity to work under pressure, variety.

• High C – Steady, systematic, patient, methodical,

easy going; needs stable work environment, freedom from changing priorities and time pressures.

Low D or High D

• Low D – Flexible, adaptable, non-conformist;

needs freedom from restrictive or controlling environment.

• High D – Careful, thorough, conscientious, detail

oriented; needs clear understanding of policies and procedures and regular affirmation of high quality work.

Comparison of Success vs. Unsuccessful Patterns for Executive

Directors and Sales

Unsuccessful PatternOperational Pattern

Successful PatternAuthoritative Management/Sales Pattern

Pro-active, competitive drive to get things done, positive response to pressure

Reactive, patient, tolerant of repetitive work, accommodating, process-oriented

P.I. is a legal, valid tool

• Satisfies EEOC Guidelines – Adverse Impact Studies: 1991- Gender, Race

– 1997-Age

• Construct Validity Studies, 1983, 1996, 1999.

• Over 300 Criterion Related Validity Studies

Break Out Group Exercise

Q and A