Sysco™ Sales Leader

PowerBooster Series

Techniques of World Class Managers

Part 2Influencing and Retaining the Best

2

agenda

thePoint Everyone has the ability to influence others if they identify and develop

the skills.

thePlatform Different styles of influence directly impact people’s willingness to

commit, comply or resist.

Retaining top talent takes effective influence and the knowledge of how to strategically apply it.

thePlan How to put the concepts learned into real action.

3

Who comes to mind when you think of an effective influencer?

Why?

4

thePlatform

Credible Visionary Inspirational Knowledgeable Trustworthy Persuasive Focused Excellent communicator

Uses resources to help others Strategic thinker Rapport builder Committed to a direction Adaptable - can “give” and “take” Relationship developer Accountable

There are common characteristics of effective influencers.

5

What Type of Influencer are You?

Assessment

6

Three Primary Influencing Tactics

Collaboration/consultation (Join) Building the other person's enthusiasm by appealing to his or her values, ideals, and/or aspirations. Seeking the other person's participation in planning a strategy or being willing to modify a proposal to respond to the other person's concerns.

  Rational persuasion (Sell) Appealing to the other person's feeling of loyalty,

and using logical arguments and factual evidence to persuade the other person that proposals or requests are worthwhile.

  Use of authority (Push) Using demands or threats, enlisting the aid or

endorsement of other people, or claiming authority based on organization policies/rules/traditions to influence the person to do what is wanted.

7

How People React to Influence  Commitment: The other person agrees internally with an action or

decision, is enthusiastic about it, and is likely to exercise initiative and demonstrate unusual effort and persistence in order to carry out the request successfully.

  Compliance: The other person carries out the requested action but

is apathetic rather than enthusiastic, makes only a minimal or average effort, and does not show any initiative.

Resistance: The other person opposes the requested action and tries to avoid carrying it out by refusing, arguing, delaying, or seeking to have the request nullified.

8

Why Does it Matter?

Source: Influence tactics and work outcomes: a meta-analysis; 2009, Chad A. Higgins, Timothy A. Judge, Gerald R. Ferris

9

Building Blocks of the “Join” Influence Style Involving

Build collaboration Where can you include associates in decision making, idea input, soliciting feedback, team processes and

problem solving?

Inquiring Ask questions To what degree do you seek first to understand? Where can you demonstrate more “asking versus telling?”

Leading Engage people by sharing stories How can you leverage your experience and expertise? Where can you share more examples and scenarios that

specifically relate to your current associates issues?

Visioning “What if?” brainstorming How much day dreaming and imagining do you model? How can you be more inspirational with the message that

“anything is possible”?

Proposing Suggest solutions/options How many multiple approaches to problem solving do you initially entertain? How open and flexible are you to

encourage other’s ideas and approaches?

10

 How can you be more “Joining” in your influencing style?

11

The Art of Persuasion

• The key to persuading others is to utilize outcome-based thinking.

• Decide specifically what the desired outcome is at the beginning.

• Predict what the other person wants or will want.

• Determine the minimum that you will accept.

• Predict what possible objections may arise.

• Determine (in advance) how to deal with each objection.

• Decide how you will bring the process to a win/win conclusion.

• Ensure that there are multiple contingency plans in place.

12

“People are best convinced by the reasons they, themselves

discover.”- Benjamin

Franklin

13

Review

Different styles of influence directly impact people’s willingness to commit, comply or resist.

Effective influencers have specific characteristics in common. People react to influence by committing, complying or resisting. Of the “push”, “sell”, or “join” approach to influence, “Join” has the greatest likelihood

of getting commitment. Before you begin to use influence, determine exactly what outcomes you desire to

reach.

14

thePlan

Capture one key thought or new concept that you will take back to the job and implement.

Review your action plan with the person sitting next to you.

15

thePlatform

Retaining top talent takes effective influence and the knowledge of how to strategically apply it.

16

Should I stay or should I go?

What do I get? How am I treated? What will it take to succeed?

17

Requirements

• Time• Family• Expectations• Goals• Performance

Rewards

• Salary• Commissions• Benefits• Training• Awards• Perks

Respect• Appreciated• Acknowledged• Thanked• Valued• Autonomy• Trusted

18

Rewards If the “rewards” area is in need of attention, implement the following actions:

Evaluate your compensation plan relative to equitability, flexibility and motivation.

Take an inventory of company benefits and perks.

Compare your benefits and compensation programs to other local companies and to your competitors.

Evaluate your incentive programs relative to consistency and fairness.

Establish recognition programs (i.e., certificate, plaques, trophies, gift certificates, tickets, saving bonds, lunches or dinners).

19

Respect

Make new MA’s feel welcome by establishing a “team” welcome process in addition to the company orientation.

Know your MA’s as people.

Keep your MA’s informed and involved.

Solicit and implement suggestions.

Admit it when you make a mistake.

Create a “Year in Review” book or bulletin board with employee pictures celebrating their proudest moments.

Create a “Wall of Fame” in your office to display letters of recommendation that you have received from your customers.

20

Requirements

The CMP Process: At the beginning of each year, establish each individual’s performance

appraisal criteria. Create smaller and achievable incremental goals. Establish an annual review process for the team.

Make sure all tasks are clear and understood. Establish a contract with difficult MA’s to ensure success. Provide variety in the scope of work. Form a sponsor or mentor program. Create individual development plans.

21

Early Warning Signs

Absenteeism High Accident Rate Difficulty in Concentrating Confusion Sporadic Work Patterns Resistance to Job Changes Generally Lowered Job Efficiency Employee Relations on the Job

All MA’s exhibit some of these performance problems occasionally. It is a pattern of job performance problems over a period of time (several weeks or months) that you should note and document.

DSM’s are expected to diagnose problems, not to solve them.  The responsibility to correct unsatisfactory job performance of behavior

resulting from personal problems rests with the MA.

22

Review

Retaining top talent takes effective influence and the knowledge of how to strategically apply it.

People balance three factors when determining to stay: Rewards, Respect and Requirements.

Effective DSM’s recognize which factor needs addressing and use their influencing skills to fix it.

Watch for early warning signs, before it’s too late.

23

thePlan

Capture one key thought or new concept that you will take back to the job and implement.

Review your action plan with the person sitting next to you.

24

“We may convince others by our arguments; but we can only persuade them by their own.”

- Joseph Joubert