What’s the Biggest Personnel Challenge for Executives? Finding the Right Talent! Kevin Doddrell Vice President
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The Right People The Right Roles The Right Competencies …with the Right Support
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How Mangers Are Hiring 1. Can You Do the Job?
2. Fit to the Team? 3. What Will You Cost? 4. Are There Internal Politics?
Bottom Line – Who Will Make My Job Easier?
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Gaining Insight “People differ not only in their ‘skill to do’ but also in their 'will to do'.” Paul Hersey Situational Leadership Pioneer
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An Integrated Talent Strategy
Go-to-Market Strategy
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A Go-to-Market Strategy is a purposeful and defined strategy to serve clients, win market share, and outperform the competition Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
Attributes Detailed Focused Organized Intuitive Analytical Thinker Creative Client Oriented Socially Perceptive Empathic Team Oriented Mentors
Decisive Inspiring Integrity Focused Committed Financially Motivated Ambitious
Accountable Self-Sufficient Self-Disciplined Candid Stress Tolerant Resilient Adaptable Sales Inclined Persuasive Risk-taker Self-Confident Active Listener
Initiative Accomplishment Driven Assertive Persistent Commanding Competitive Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
Competencies Apply Market Expertise Targeting Use Client Research Gain Access Manage Objections Prospect
Create Solutions Qualify Opportunities Manage Channels Utilize Resources Demonstrate Financial Acumen Demonstrate Portfolio Proficiency Close Influence Decisions Leverage Client Relationships Negotiate Present Value Sell Competitively Sustain Executive Relationships Message Probe
Manage Pipeline Map Politics Build Momentum Establish h Executive Credibility Provide Thought Leadership Sell Consultatively
Map Politics: The ability to uncover & validate the political power structure, identify influential people and their personal /organizational agendas. GTMS Level 1 Skills • Has awareness of the client’s political landscape and has identified some of the most influential positions • Identifies client contacts who are advocates of the competition
GTMS Level 2 Skills
GTMS Level 3 Skills
• Triangulates their perspective on the political landscape with multiple client contacts to validate or correct those beliefs
• Successfully contributes to the political agenda of their executive sponsor to expand their own position in the account
• Influences and leverages the political landscape at the CXO level of the client organization
• Understands the degree of influence carried by the subject matter experts in other departments or functions of the operation
• Receives valuable information, insight and coaching from an executive sponsor on political positioning and alignment to critical success factors
• Orchestrates CXO level client access to power players in another organization
• Receives valuable information, insight and coaching from a client contact on pursuits and competition in the account
• Executes a strategy to eliminate or neutralize any potential client adversaries to advancement of their position in the account
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GTMS Level 4 Skills
• Considered a political insider in their own organization
Talent Acquisition
Go-to-Market Strategy
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"Development can help great people be even better--but if I had a dollar to spend, I would spend 70 cents getting the right person in the door.“ Paul Russell Google Talent Specialist
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Use an Assessment
Talent Acquisition
Leverage a Relationship Strategy Proactively commit time Hire to Attributes—train and coach to Competencies
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Virtual Competency Calibration™ Session Answers the questions: “Which roles & competencies will most improve an organization’s competitive success?” “Which competencies are key to salespeople adopting a new approach to selling?”
Answers taken from: Interviews with role practitioners Discussion among senior sales leaders Comparison of industry-wide assessment results
Prioritizes Hiring and Development Insights Based on Role Assignments Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
Leading the Way—Unmatchable Talent Develop (build) or Hire (buy) to the Role Profile Define Roles Outline Critical Competencies & Attributes Determine desired benchmarks
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Competency Calibration Know what competencies and attributes are desired for each role Drive hiring and training to match or upskill competencies
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Strategic Account Manager
Business Development Manager
Phases in Demand Management
Critical Competency
Minimum Level*
Desired Level*
Targeting
Apply Market Expertise
2
3
Target
2
3
Creating
Shaping
Capturing
Provide Thought Leadership
2
1
3
Create Solutions
2
3
2
Minimum Level*
Desired Level*
Gain Access
2
3
Build Momentum
2
3
Sell Consultatively
2
3
Demonstrate Financial Acumen
Influence Decisions
Critical Competency
3
3
Demonstrate Portfolio Proficiency
2
3
Qualify Opportunities
2
3
Influence Decisions
2
3
Negotiate
2
3
Fulfilling
Sustain Executive Relationships
2
3
Sustain Executive Relationships
2
3
All Phases
Message
2
3
Message
2
3
Probe
1
3
*Refers to the four Go-To-Market-Strategies Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
= Competencies required for both roles
Talent Acquisition
Talent Alignment
Go-to-Market Strategy
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"If we were all determined to play the first violin, we would never have an ensemble.” Robert Schumann Composer & Music Critic
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Talent Alignment
Connection is the number one game in Account Development Thought Leadership is the catalyst to creating demand
Break the mold with Account Management
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Talent Acquisition
Talent Alignment
Go-to-Market Strategy
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Talent Advancement
Training Solves the Knowledge Gap and the Coaching Performance Gap Address knowledge/performance gaps Deal coaching gets emotional traction Talent Advancement Utilize scientific sales tools to level set Drive a disciplined coaching cadence
New habits drive sales culture
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“Coaching is providing the leadership, knowledge and confidence to take the risk to do something you have never done before.” Kevin Doddrell Revenue Storm
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“Excellence is not an act, but a habit.” Aristotle
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The Right Support Personal Advancement Management Coach Program: Develops internal, expert-level support resources for sales managers and HR specialists who coach salespeople on their Revenue Storm assessment/analyzer results.
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The Right Support Coaching/Consulting to Align: Organizational structure Role/Job descriptions Interviewing processes Performance incentives Internal training programs Account assignments
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Our Sales Talent Assessments & Analyzers How They Sell 5 Sales Phases: their Focus 27 Competencies: their Skill 34 Attributes: their tendencies and Will
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Individual Insight Reports Organizational Talent Report
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The Competitive Landscape The graph below shows the distribution of XYZ’s STP scores for the current sales behaviors as compared to other companies in a similar industry and roles as compiled in the Revenue Storm database. Distribution of CURRENT Strategy Scores: XYZ vs. Peer Group 60
60
XYZ Current
50
Peer Group
50
40
40
30
30
20
20
10
10
0
0 Transaction
Process
Business
Joint Venture
Transaction
Process
Business
Joint Venture
Key Observations XYZ’s current state is similar to those in the peer group with respect to 6% the proportion selling at the desired GTMS Level 3 Business Focus. A notable difference is that a larger proportion of the salesforce at XYZ is consistently executing a Level 1 Transaction Focus today. Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
XYZ by Key Competencies Organizational Key Competencies To the right are the six identified Organizational Key Competencies – those that are common between the three sales roles profiled. The items highlighted are areas Revenue Storm believes are vital to the initiative’s success.
Current GTMS Execution by Key Competencies Map Politics Leverage Client Relationships Use Client Research Establish Exec Credibility Apply Market Expertise Provide Thought Leadership 0 Transaction
10
20 Process
30
40 50 Business
60
70 80 Joint Venture
90
100
“Provide Thought Leadership” is the competency with the largest development gap for the organization. Identified in the assessment as the difference between the organization’s DESIRED sales approach and CURRENT sale behaviors. Currently 96% of the overall salesforce is executing this key competency below the desired GTMS Level 3 Business Focus. The STP results indicate that with further training and development, this gap can be reduced to 84%, with 73% of the salesforce remaining at Level 2 Transactional Focus. 58% of the salesforce is currently executing “Map Politics” at the Transactional Level. The good news is the potential shows that this percentage could be reduced to 42% with training, coaching and practice. This competency becomes more and more important to successful sales pursuits as you move to Level 2 and even more so at Level 3 selling.
As for “Establish Executive Credibility,” learning how to connect to Executives will typically be more important as you move up from Level 1. Revenue Storm can help people with practical tools and methods to better consider the issues and concerns of most executives. Results indicate this competency has the biggest potential to move higher on the GTMS, going from only 12% selling at the desired GTMS up to 35% selling at or ABOVE the desired level. Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
How the Competency Gaps are Mitigated Tailored and Prescriptive Training: Top competency gaps are uncovered and prioritized; content is adjusted to lessen their severity. Salespeople are equipped with new methods and skills to fix deficits that they can immediately apply to live accounts. Individualized Coaching: Post training, salespeople receive personal coaching on their individual competency deficits from certified HR coaches / Sales Managers using RS behavior tools. Opportunity Tool Science: Tools designed to abolish specific competency gaps when applied to live accounts/opportunities. Purposely and powerfully leads a salesperson in doing the right things at the right time in a sales cycle to get the right results. Copyright © 2001-2016 Revenue Storm Corporation. All rights reserved. Duplication in part or in whole prohibited.
Hiring Criteria
1/3 – Past Performance 1/3 – Science 1/3 – Behavior Validation
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Kevin Doddrell
[email protected] www.revenuestorm.com 224.659.7710
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