Steve Marx

8/9/2019 Steve Marx

1/142

Turning Talent into PerformanceTurning Talent into Performance

1 2004, 2010 The Center for Sales Strategy, Inc. www.CSScenter.com. All rights reserved.

8/9/2019 Steve Marx

2/142



8/9/2019 Steve Marx

3/142



Yearnings

Satisfaction Glimpses ofexcellence

Rapid

Learning

8/9/2019 Steve Marx

4/142

Tur i Tal t i t rf r ancTurningTal nt int rf r anc

4 2004, 2010 The Center for Sales Strategy, Inc. www.CSS center.com. All rights reserved.

88

8/9/2019 Steve Marx

5/142



If I trained as hard as Lance Armstrong did,If I trained as hard as Lance Armstrong did,I too could win the Tour de France.I too could win the Tour de France.

8/9/2019 Steve Marx

6/142

TurningTal nt int rf r ancTurningTal nt int rf r anc


Training?Training?

8/9/2019 Steve Marx

7/142



TrainingTraining

TalentTalent

8/9/2019 Steve Marx

8/142



TalentTalent

Turning TalentTurning Talentinto Performanceinto Performance

The CSS Management Sphere of InfluenceThe CSS Management Sphere of Influence

8/9/2019 Steve Marx

9/142



Genetics:Genetics: Heart rate 200 beats/minute.

VO2 rate off the charts.

Lowest level of lactic acid in muscles ever

recorded in a human being. Cancer-conquering drive.

Trai i g :Trai i g : Increased is muscle efficiency by 8%,

a feat never seen before.

Increased his pedal rate from 85 to 105revolutions per minute.

8/9/2019 Steve Marx

10/142



Nature:Nature: Heart rate 200 beats/minute.


Lowest level of lactic acid in muscles ever

recorded in a human being. Cancer-conquering drive.

Nurture:Nurture: Increased is muscle efficiency by 8%,



8/9/2019 Steve Marx

11/142



Talent:Talent: Heart rate 200 beats/minute.


Lowest level of lactic acid in muscles everrecorded in a human being.

Cancer-conquering drive.

Development:Development: Increased is muscle efficiency by 8%,



8/9/2019 Steve Marx

12/142



64 tall.64 tall.

30 inseam.30 inseam.

67 wingspan.67 wingspan.

Fingertips dangle near his knees.Fingertips dangle near his knees.

DoubleDouble--jointed knees.jointed knees.Size 14 feet.Size 14 feet.

PostPost--race lactate levels =race lactate levels =resting levels in others.resting levels in others.

Gangly and uncoordinated on land.Gangly and uncoordinated on land.

8/9/2019 Steve Marx

13/142



Director ofDirector ofTechnology?Technology?

Director ofDirector ofPurchasing?Purchasing?

8/9/2019 Steve Marx

14/142



What are youWhat are you

bborn to do?orn to do?

8/9/2019 Steve Marx

15/142



What can you doWhat can you do

aalmost perfectly?lmost perfectly?

8/9/2019 Steve Marx

16/142



Talent isTalent is

the capacity for a nearthe capacity for a near--perfect performance.perfect performance.Dr. William HallDr. William Hall

8/9/2019 Steve Marx

17/142



Talent isTalent is

the capacity for a nearthe capacity for a near--perfect performance.perfect performance.Dr. William HallDr. William Hall

Talent isTalent isthat portion of a persons performance thatthat portion of a persons performance thatcannot be explained by training or experience.cannot be explained by training or experience.

8/9/2019 Steve Marx

18/142



Most of us dontMost of us donthave most talents.have most talents.

8/9/2019 Steve Marx

19/142



But were all gems.But were all gems.

OurOur job as managers isjob as managers is not tonot to put in what Godput in what God

leftleft outoutbutbut to bring out what God put into bring out what God put in..

8/9/2019 Steve Marx

20/142



Heres why...Heres why...

10x10xSTRENGTHSTRENGTH10xSTRENGTH 10%NON-STRENGTH

8/9/2019 Steve Marx

21/142



In almost all endeavors,In almost all endeavors,you and I haveyou and I have

room for improvement.room for improvement.

In only certain endeavors,In only certain endeavors,do we havedo we have

potential for improvement.potential for improvement.

8/9/2019 Steve Marx

22/142



Focus on potential.Focus on potential.

POTENTIAL

for improvement

ROOM

for improvement

8/9/2019 Steve Marx

23/142



Find out what you dont do wellFind out what you dont do well

Focus on potential when managing yourself.Focus on potential when managing yourself.

8/9/2019 Steve Marx

24/142



Find out what you dont do wellFind out what you dont do well

and dont do it!and dont do it! TV character AlfTV character Alf

Focus on potential when managing yourself.Focus on potential when managing yourself.

8/9/2019 Steve Marx

25/142



Dont try to teach a pig to singDont try to teach a pig to sing

Focus on potential when managingFocus on potential when managing others.others.

8/9/2019 Steve Marx

26/142




it wastes your timeit wastes your time

Focus on potential when managing others.Focus on potential when managing others.

8/9/2019 Steve Marx

27/142




it wastes your timeit wastes your timeaand it annoys the pig.nd it annoys the pig.

Focus on potential when managing others.Focus on potential when managing others.

8/9/2019 Steve Marx

28/142



Focus on potentialFocus on potentialwhen managing others.when managing others.

selectingselecting

8/9/2019 Steve Marx

29/142



PERSONPERSON JOBJOB

Fit the person to the job.Fit the person to the job.

Or fit the job to the person.Or fit the job to the person.

8/9/2019 Steve Marx

30/142



For a jumpingFor a jumpingdog actdog act

hire dogs thathire dogs that

jump a lot.jump a lot.

For a serviceFor a servicewith a smilewith a smile

hire people whohire people whosmile a lot.smile a lot.

8/9/2019 Steve Marx

31/142








They show us the thing they want us to do in

performance. We work up routines with them,based on their natural behaviors. We cantmake them do anything they dont want to do.

Gunther Gebel-Williams

8/9/2019 Steve Marx

32/142








8/9/2019 Steve Marx

33/142



10x10xEXPONENTIALEXPONENTIAL10xEXPONENTIAL10%MARGINAL

8/9/2019 Steve Marx

34/142



Hound. Bribe. Threaten.

8/9/2019 Steve Marx

35/142



When the fit is perfect,When the fit is perfect,

tthey performhey performeven wheneven when

youre not looking!youre not looking!

8/9/2019 Steve Marx

36/142



In the real world, the fit isnt always perfect.In the real world, the fit isnt always perfect.

Thats whatThats whatmmanagersanagers

are here for!are here for!

8/9/2019 Steve Marx

37/142



JeremyS

BarbaraM

8/9/2019 Steve Marx

38/142



8/9/2019 Steve Marx

39/142



47

22

8/9/2019 Steve Marx

40/142



Match theirTalents

to yourExpectations.

Match theirTalents


Match theirTalents


Match yourExpectations

to theirTalents.


to theirTalents.


to theirTalents.

SelectingSelectingTalentTalent


8/9/2019 Steve Marx

41/142



If the non-strength

is a non-problem,just ignore it!

If its a problem,you cant fix it!Instead, find a

workaroundbased on a

strength.

8/9/2019 Steve Marx

42/142



JeremyS

BarbaraM

8/9/2019 Steve Marx

43/142



HenryM ChandraS

New to sales in 2006.New to sales in 2006.

Quickly became proficient.Quickly became proficient.

But specialized in small accountsBut specialized in small accountswith small potential.with small potential.

Henry sees her talent and knows he can help.Henry sees her talent and knows he can help.

8/9/2019 Steve Marx

44/142



ChandraS

This is what Henry has to work with. Anything else is wishful thinking.This is what Henry has to work with. Anything else is wishful thinking.

48

8/9/2019 Steve Marx

45/142



ChandraS


Works long and hard, loves to practice and rehearse.

48

8/9/2019 Steve Marx

46/142



ChandraS


Detail-orientedeven detail-needy.

48

8/9/2019 Steve Marx

47/142



ChandraS


Finds it tough to grow accounts and to move stalled accounts.

48

8/9/2019 Steve Marx

48/142



ChandraS


Strong on needs analysis, creative, creates strong proposals.

48

8/9/2019 Steve Marx

49/142



ChandraS


Engaging, cheerful, builds rapport easily, appreciates recognition.

48

8/9/2019 Steve Marx

50/142



ChandraS


Needs strong relationship with manager, feels every client is worth her time.

48

8/9/2019 Steve Marx

51/142



ChandraS


Money-motivated, has strong desire to feel independent.

48

8/9/2019 Steve Marx

52/142



ChandraS


Not a strength, but Chandra has other reasons to perform.

48

8/9/2019 Steve Marx

53/142



ChandraS

Henry sees Chandras relationship magicHenry sees Chandras relationship magichow it helps her, how it hurts her.how it helps her, how it hurts her.

In the field, Henry sees:

Invests too much time in small accounts that cannot grow.

Fails to leverage her relationship magic to expand influence.

Reluctant to ask tough questions that lead to better sales.

Reluctant to close, fearing rejection and loss of relationship.

8/9/2019 Steve Marx

54/142



Henry focuses first on his own relationship with Chandra.Henry focuses first on his own relationship with Chandra.

Bases relationship on recognition and stimulating workBases relationship on recognition and stimulating workenvironment.environment.

Visits Chandra at her desk, rather than in his office.Visits Chandra at her desk, rather than in his office.

Spends lots of time with Chandra in the field, on sales calls,Spends lots of time with Chandra in the field, on sales calls,where he can recognize her achievements in real time.where he can recognize her achievements in real time.

HenryM

8/9/2019 Steve Marx

55/142



Henry appeals to Chandras desire to grow her income byHenry appeals to Chandras desire to grow her income byhelping her get in front of higherhelping her get in front of higher--value prospects.value prospects.

Sensitive to her desire for independence, he does this in theSensitive to her desire for independence, he does this in theoffice, not in the field.office, not in the field.

He peppers Chandra with questions before approving a newHe peppers Chandra with questions before approving a newTarget AccountTarget Accountto ensure its a strong prospect.to ensure its a strong prospect.HenryM

8/9/2019 Steve Marx

56/142



To leverage Chandras relationship magic, he shows her howTo leverage Chandras relationship magic, he shows her howto expand her sphere of influence.to expand her sphere of influence.

He mentions specific people he knows she has met andHe mentions specific people he knows she has met andengages her in discussion as to how shell advance thoseengages her in discussion as to how shell advance those

business relationships.business relationships.

He further leverages her relationship strength by pairing herHe further leverages her relationship strength by pairing herwith a sales rep from another division for team selling.with a sales rep from another division for team selling.

HenryM

8/9/2019 Steve Marx

57/142



Henry notes both that Chandra likes to feel independent andHenry notes both that Chandra likes to feel independent andlikes to close business by herselflikes to close business by herselfand that she enjoysand that she enjoyspracticing and rehearsing.practicing and rehearsing.

As a result, Henry is able to help prepare Chandra, in theAs a result, Henry is able to help prepare Chandra, in theoffice, for an upcoming close in the field. This builds heroffice, for an upcoming close in the field. This builds herconfidence and activates her otherwise softer Command.confidence and activates her otherwise softer Command.

In a similar fashion, he leverages her strong Customer FocusIn a similar fashion, he leverages her strong Customer Focusby showing Chandra how asking tough, probing questionsby showing Chandra how asking tough, probing questionswill help her clients.will help her clients.

HenryM

8/9/2019 Steve Marx

58/142



ChandraS

After three years on the job, Chandra was stillAfter three years on the job, Chandra was still

selling mostly small accountsselling mostly small accounts$2,000$2,000--3,000.3,000.

After Henrys strengthsAfter Henrys strengths--based coachingbased coachingprogram, Chandra rocketed to #3program, Chandra rocketed to #3--ranked Keyranked Key

Account developer on his staff.Account developer on his staff.

KeyAccount arethose over $24,000.KeyAccounts arethose over $24,000.

HenryM

Performanceturnaround!Performanceturnaround!

8/9/2019 Steve Marx

59/142



Off to a roaring start in boom year 2007.Off to a roaring start in boom year 2007.

Slowdown in late 2008 sent CarolsSlowdown in late 2008 sent Carolsrevenue down 35%.revenue down 35%.

Tony didnt want to lose her (talent is hard to find!),Tony didnt want to lose her (talent is hard to find!), so he committedso he committedhimself to a strengthshimself to a strengths--based coaching program.based coaching program.

TonyM CarolS

8/9/2019 Steve Marx

60/142



This is what Tony has to work with. Anything else is wishful thinking.This is what Tony has to work with. Anything else is wishful thinking.

CarolS48

8/9/2019 Steve Marx

61/142




CarolS

Hard-working, goal-driven.

48

8/9/2019 Steve Marx

62/142




CarolS

Excellent work habits, strong drive for quality.

48

8/9/2019 Steve Marx

63/142




CarolS

Clearly not a strengthespecially in comparison to most others.

48

8/9/2019 Steve Marx

64/142




CarolS

Asks great questions, makes good observations, analyzes situations accurately.

48

8/9/2019 Steve Marx

65/142




CarolS

Highly resilient, rarely ever down in the dumps.

48

8/9/2019 Steve Marx

66/142




CarolS

Strong relationships, prefers and is best 1-on-1, responds to a nurturing manager.

48

8/9/2019 Steve Marx

67/142




CarolS

Sets high goals.

48

8/9/2019 Steve Marx

68/142




CarolS

Very competitive, loves being measured, has to feel like shes winning.

48

8/9/2019 Steve Marx

69/142



Carols Command is softCarols Command is softand made all the worse by two enormous strengths.and made all the worse by two enormous strengths.

CarolS

Quality, perfection. Highly analytical.

48

8/9/2019 Steve Marx

70/142



CarolS

In the field, Tony sees the soft Command causing

Uncomfortable asking others to actso fewer asks.

Would rather not ask Tony for help.

Often quiet in meetings where several others are present. Low frequency of calls to set appointments.

Carols Command is softCarols Command is softand made all the worse by two enormous strengths.and made all the worse by two enormous strengths.

8/9/2019 Steve Marx

71/142



TonyM

Uncomfortable asking others to act.Uncomfortable asking others to act.

Tony leverages Carols Discipline and Problem Solver talentsTony leverages Carols Discipline and Problem Solver talentsby teaching her the miniby teaching her the mini--closing system, which breaks the bigclosing system, which breaks the big

close down into successive smaller closes.close down into successive smaller closes.

8/9/2019 Steve Marx

72/142



TonyM

Would rather not ask Tony for help.Would rather not ask Tony for help.

Tony realizes he had to be the proactive one so he startsTony realizes he had to be the proactive one so he startsasking Carol about everything.asking Carol about everything.

She appreciates the attention and it spurs the relationship.She appreciates the attention and it spurs the relationship.

He asks for her observations and analysis, as well as whatHe asks for her observations and analysis, as well as whatsteps she thinks she should take nextsteps she thinks she should take nextleveraging herleveraging herProblem Solver talent.Problem Solver talent.

The discussion about next steps creates an expectation thatThe discussion about next steps creates an expectation thatCarol will follow through and not let him downCarol will follow through and not let him downwhich herwhich herstrengths in Discipline and Interpersonal.strengths in Discipline and Interpersonal.

8/9/2019 Steve Marx

73/142



TonyM

Often quiet in meeting where several others are present.Often quiet in meeting where several others are present.

Rather than trying to goad her into speaking up in meetings,Rather than trying to goad her into speaking up in meetings,Tony encourages Carol to build more 1Tony encourages Carol to build more 1--onon--1 relationships1 relationships

with more decisionwith more decision--influencers at each account.influencers at each account.

This not only leverages her Interpersonal strength, but itsThis not only leverages her Interpersonal strength, but itsalso a superior way to nail a complex sale.also a superior way to nail a complex sale.

8/9/2019 Steve Marx

74/142



TonyM

Low frequency of calls to set appointments.Low frequency of calls to set appointments.

Wisely, Tony makes no effort to increase Carols quantity ofWisely, Tony makes no effort to increase Carols quantity ofcalls.calls.

Noting her consistent drive for quality and perfection, heNoting her consistent drive for quality and perfection, hefocuses on call quality, not call quantity.focuses on call quality, not call quantity.

He teaches her how to use the Ideal Customer Profile toHe teaches her how to use the Ideal Customer Profile totarget superior prospects and how to research the prospecttarget superior prospects and how to research the prospectin advance in order to develop a Valid Business Reason thatin advance in order to develop a Valid Business Reason that

makes the call more likely to result in success.makes the call more likely to result in success.

These practices leverage Carols strength in Work Intensity,These practices leverage Carols strength in Work Intensity,Discipline, and Problem SolverDiscipline, and Problem Solverand go a long way toand go a long way toalleviating her call reluctance.alleviating her call reluctance.

8/9/2019 Steve Marx

75/142



TonyM

Tony also taps into Carols solid Ambition theme.Tony also taps into Carols solid Ambition theme.

He talks about the companys goals and Carols goals.He talks about the companys goals and Carols goals.

He shows her what levels of activity and achievement it takesHe shows her what levels of activity and achievement it takesto be a winner.to be a winner.

He provides frequent measurement.He provides frequent measurement.

He shows her the small wins she is having along the way toHe shows her the small wins she is having along the way toher big wins.her big wins.

8/9/2019 Steve Marx

76/142



CarolS TonyM

Carols history was to bounce along with theCarols history was to bounce along with the

economyeconomyhaving success in flush times, buthaving success in flush times, buttrouble in tough times.trouble in tough times.

2008 revenue: $461,000.2008 revenue: $461,000.

Going into 2009, her annual contracts aloneGoing into 2009, her annual contracts alonewere down by $162,000.were down by $162,000.

WithWithTTonys coachinginterventions,onys coachinginterventions,Carol finished 2009 witha 21% gainCarol finished 2009 witha 21% gainto $558,000to $558,000inaneconomythatinaneconomythatcontinuedto beinfreefall.continuedto beinfreefall.


8/9/2019 Steve Marx

77/142



JonSSusanM

Was first hired by the manager of aWas first hired by the manager of adifferent sales team.different sales team.

After 9 months, that manager was readyAfter 9 months, that manager was ready

to give up.to give up.

Susan saw how hard Jon was working and his many other strengthsSusan saw how hard Jon was working and his many other strengthsand was willing to take on the challenge. So Jon moved on to her team.and was willing to take on the challenge. So Jon moved on to her team.

8/9/2019 Steve Marx

78/142



This is what Susan has to work with. Anything else is wishful thinking.This is what Susan has to work with. Anything else is wishful thinking.

CarolSJonS

44

8/9/2019 Steve Marx

79/142




CarolSJonS

Loves to work, never slacks off, can be pushed to do more.

44

8/9/2019 Steve Marx

80/142




CarolSJonS

Not a great strength, is most productive when someone else lays out a path for him.

44

8/9/2019 Steve Marx

81/142




CarolSJonS

Major strengthgreat closer, natural leader, very assertive.

44

8/9/2019 Steve Marx

82/142




CarolSJonS

Major weaknessnot curious or inquisitive, doesnt have ideas/solutions for clients.

44

8/9/2019 Steve Marx

83/142




CarolSJonS

Loves to network, welcomes and enjoys change, gets others enthused/excited.

44

8/9/2019 Steve Marx

84/142




CarolSJonS

Builds solid relationships, seeks strong relationship with his manager.

44

8/9/2019 Steve Marx

85/142




CarolSJonS

Stimulated by growth goals, loves specific challenges, money-motivated.

44

8/9/2019 Steve Marx

86/142




CarolSJonS

Very competitive, likes contests, goal-oriented, always wants to be the best.

44

8/9/2019 Steve Marx

87/142



Problem Solver is what stands between Jon and a performance turnaround.Problem Solver is what stands between Jon and a performance turnaround.

CarolSJonS

Susan sees how Jons low Problem Solver undermines him

Poor needs analysis; doesnt ask many questions; jumps onthe first need he hears whether its a good biz oppty or not.

Back at the office, Jon is unclear how to develop a solution.

Has fallen into the habit of looking for sales, not needs.Selling packages instead of solutions, his sales were small.

8/9/2019 Steve Marx

88/142



SusanM

Susan has taken on a very big challenge!Susan has taken on a very big challenge!

Jon has many impressive strengths, but none of them is aJon has many impressive strengths, but none of them is aworkaround for his very low Problem Solver.workaround for his very low Problem Solver.

The workaround here must be found in another person.The workaround here must be found in another person.

In Susans organization, there is no one other than herselfIn Susans organization, there is no one other than herselfwho can be relied upon to function as Jons Problem Solver.who can be relied upon to function as Jons Problem Solver.

So she is committed to doing this for as long as she is theSo she is committed to doing this for as long as she is thesales manager and Jon is on her team.sales manager and Jon is on her team.

8/9/2019 Steve Marx

89/142



SusanM

Susan invites Jon to come to her whenever he needs help,Susan invites Jon to come to her whenever he needs help,promising to be his sounding board.promising to be his sounding board.

She spends time with Jon before every needsShe spends time with Jon before every needs--analysisanalysis

appointment, working on good questions to ask.appointment, working on good questions to ask.

She debriefs him after every important call, to help JonShe debriefs him after every important call, to help Jonfigure out what he learned and what to do next.figure out what he learned and what to do next.

AndAnd SSusan leads brainstorming sessions with Jon to developusan leads brainstorming sessions with Jon to developideas and solutions he can propose to the prospect.ideas and solutions he can propose to the prospect.

8/9/2019 Steve Marx

90/142



SusanM

Susan also focuses on Jons Ambition theme.Susan also focuses on Jons Ambition theme.

She identifies his biggest personal goalsShe identifies his biggest personal goalsto put his two kidsto put his two kidsthrough college over the next few years.through college over the next few years.

She uses this to increase his activity and improve the qualityShe uses this to increase his activity and improve the qualityof his prospects, showing him how doing so will help himof his prospects, showing him how doing so will help himreach his goals.reach his goals.

And she presses Jons competition buttons by talking aboutAnd she presses Jons competition buttons by talking abouthow other sellers on the team are performing.how other sellers on the team are performing.

8/9/2019 Steve Marx

91/142



JonS SusanM

Before Susan took over management of Jon, hisBefore Susan took over management of Jon, his

biggest account was $6,000 and he rankedbiggest account was $6,000 and he rankeddead last on the sales team.dead last on the sales team.

In a little over a year, Jons myriad strengthsIn a little over a year, Jons myriad strengthstogether with Susans Problem Solver themetogether with Susans Problem Solver themecaused him to leap over many of hiscaused him to leap over many of hiscolleagues and he now ranks 3colleagues and he now ranks 3rdrd or 4or 4thth

depending on the month.depending on the month. Andhe justcloseda $70,000 account.Andhe justcloseda $70,000 account.


8/9/2019 Steve Marx

92/142



JonS

ThisThismanman

has ahas alot tolot tosmilesmileabout.about.

SusanM But what about Susan?But what about Susan?

Its a big time commitment.Its a big time commitment.

She has other salespeople toShe has other salespeople tomanage.manage.

Jon is not likely to improve inJon is not likely to improve inProblem Solver talent.Problem Solver talent.

Does this make sense?Does this make sense?

8/9/2019 Steve Marx

93/142



JeremySSoniaM

Very talented young manVery talented young manbut talentbut talentalone is not enoughalone is not enough..

8/9/2019 Steve Marx

94/142



JeremySSoniaM

Very talented young manVery talented young manbut talentbut talentalone is not enoughalone is not enough..

And Jeremys toughest performanceAnd Jeremys toughest performance

challenge turned out to be, not his biggestchallenge turned out to be, not his biggestweakness, but his biggest strength.weakness, but his biggest strength.

Sonia conferred with the talent analyst who did the original assessment ofSonia conferred with the talent analyst who did the original assessment ofJeremy, and together they drafted a plan to turn Jeremys talent intoJeremy, and together they drafted a plan to turn Jeremys talent into

performance.performance.

Thi i h S i h k i h A hi l i i hf l hi kiThi i h S i h k i h A hi l i i hf l hi ki

8/9/2019 Steve Marx

95/142



This is what Sonia has to work with. Anything else is wishful thinking.This is what Sonia has to work with. Anything else is wishful thinking.

JeremyS46

Thi i h S i h k i h A hi l i i hf l hi kiThi i h S i h k i h A hi l i i hf l hi ki

8/9/2019 Steve Marx

96/142




JeremyS46

Lots of energy, works hard, can confuse activity with productivity.

Thi i h t S i h t k ith A thi l i i hf l thi kiThi i h t S i h t k ith A thi l i i hf l thi ki

8/9/2019 Steve Marx

97/142




JeremyS46

Trouble organizing and prioritizing undermines his focus, often wastes time.


8/9/2019 Steve Marx

98/142




JeremyS46

Can build a logical case, but avoids confrontation of any sort.


8/9/2019 Steve Marx

99/142




JeremyS46

Creative, full of ideas, makes beautiful PPTs, loves to learn, seeks coaching.

This is what Sonia has to work with Anything else is wishful thinkingThis is what Sonia has to work with Anything else is wishful thinking

8/9/2019 Steve Marx

100/142




JeremyS46

Optimistic/enthusiastic, must feel good about relationship before taking next step.


8/9/2019 Steve Marx

101/142




JeremyS46

Relationship-driven, team-oriented, needs to feel heard and understood.


8/9/2019 Steve Marx

102/142




JeremyS46

Calls on smaller accounts, has trouble asking for big dollars.


8/9/2019 Steve Marx

103/142




JeremyS46

Goal-directed, wants to win, wants team to win.

Jeremys powerful relationship talents cause as much trouble as benefitJeremys powerful relationship talents cause as much trouble as benefit

8/9/2019 Steve Marx

104/142



Jeremys powerful relationship talents cause as much trouble as benefit.Jeremys powerful relationship talents cause as much trouble as benefit.

JeremyS46

In the field, Sonia sees the same problems over and over

So focused on relationship, too often he cant move forward.

Super-optimistic, he bounces back, not stopping to consider...

Avoids confrontation, unwilling to risk any relationship.

Wastes timedisorganized, puts relationship over potential.

Without nurturing and mentoring Jeremys strong PositivityWithout nurturing and mentoring Jeremys strong Positivity

8/9/2019 Steve Marx

105/142



SoniaM

Without nurturing and mentoring, Jeremys strong PositivityWithout nurturing and mentoring, Jeremys strong Positivityand Interpersonal were causing more problems thanand Interpersonal were causing more problems thanadvantages.advantages.

Interpersonal is not usually a motivation theme, for JeremyInterpersonal is not usually a motivation theme, for Jeremyit is his #1 reason not to act. Sonias plan is to turn thatit is his #1 reason not to act. Sonias plan is to turn thataround and make it his #1 reason to act.around and make it his #1 reason to act.

Many salespeople are not teamMany salespeople are not team--oriented, but Jeremy veryoriented, but Jeremy verymuch is. Sonia shows Jeremy how his failure to movemuch is. Sonia shows Jeremy how his failure to moveprospects and clients forward results in him letting hisprospects and clients forward results in him letting his

teammates down. She does this consistentlyteammates down. She does this consistentlybecause itbecause itworks!works!

Sonia has shown Jeremy that, when he calls on accountsSonia has shown Jeremy that, when he calls on accountsworth only $500, he is earning only $7 an hour. Doing so isworth only $500, he is earning only $7 an hour. Doing so isletting down both his young family and his teammates.letting down both his young family and his teammates.

Sonia also taps into Jeremys very strong Work Intensity asSonia also taps into Jeremys very strong Work Intensity as

8/9/2019 Steve Marx

106/142



SoniaM

Sonia also taps into Jeremys very strong Work Intensity asSonia also taps into Jeremys very strong Work Intensity asan additional method to overcome his reluctance to askan additional method to overcome his reluctance to askpeople to take action.people to take action.

Sonia works with Jeremy to determine specific action stepsSonia works with Jeremy to determine specific action stepsto move business forward and then challenges him toto move business forward and then challenges him toaccomplish them by a specific date.accomplish them by a specific date.

This is working because Jeremy likes feeling productive andThis is working because Jeremy likes feeling productive andlikes pleasing Sonia.likes pleasing Sonia.

People with softer Discipline often maintain low standardsPeople with softer Discipline often maintain low standards

8/9/2019 Steve Marx

107/142



SoniaM

People with softer Discipline often maintain low standardsPeople with softer Discipline often maintain low standardsabout how they spend their time, which prospects theyabout how they spend their time, which prospects theytarget, and their overall productivity.target, and their overall productivity.

Sonia rarely misses her weekly 1Sonia rarely misses her weekly 1--onon--1 with Jeremy where1 with Jeremy wherethey review his weekly work plan, make sure the prioritiesthey review his weekly work plan, make sure the prioritiesare right, and create specific next steps for every importantare right, and create specific next steps for every importantpiece of business.piece of business.

Sonia knows this is a weekly commitmentSonia knows this is a weekly commitmentand that Jeremyand that Jeremyis not likely to get much better at thisis not likely to get much better at thisbut its an hour verybut its an hour very

well invested for the return shes getting.well invested for the return shes getting.

Jeremys Problem Solver talent is a notable strength butJeremys Problem Solver talent is a notable strength but

8/9/2019 Steve Marx

108/142



SoniaM

Jeremys Problem Solver talent is a notable strength butJeremys Problem Solver talent is a notable strength butSonia sees that it needs honing.Sonia sees that it needs honing.

Further, Jeremys neverFurther, Jeremys never--ending optimism causes him toending optimism causes him to

grow too fond of the first idea he develops for a clientgrow too fond of the first idea he develops for a clientandandas a result, too many of his proposals are dead on arrival.as a result, too many of his proposals are dead on arrival.

Sonia taps his powerful Interpersonal theme to show himSonia taps his powerful Interpersonal theme to show himhow to partner and collaborate with prospects so that poorhow to partner and collaborate with prospects so that poorideas are eliminated early and promising ones are perfectedideas are eliminated early and promising ones are perfected

with the prospects help.with the prospects help.

Performance turnaround!Performance turnaround!

8/9/2019 Steve Marx

109/142



JeremyS SoniaM

In the six months prior to Sonias coachingIn the six months prior to Sonias coachingintervention, Jeremy developedintervention, Jeremy developed zerozero new Keynew Key

Accounts. In the six months following, heAccounts. In the six months following, hedevelopeddeveloped six!six!

Jeremys Q1 2010 revenue was 50% higher thanJeremys Q1 2010 revenue was 50% higher thanQ1 2009. And Q2 is pacing 20% ahead.Q1 2009. And Q2 is pacing 20% ahead.

Jeremyis currently leadingtheteam thatJeremyis currently leadingtheteam that

is working witha local hospital onais working witha local hospital ona$400,000 proposal somethingthat$400,000 proposal somethingthatwouldhavebeenimpossiblea yearago.wouldhavebeenimpossiblea yearago.


Melissa was mired in the $10Melissa was mired in the $10--12 00012 000

8/9/2019 Steve Marx

110/142



MelissaSBarbaraM

Melissa was mired in the $10Melissa was mired in the $10--12,00012,000revenue range under the previousrevenue range under the previousmanager.manager.

She was tough to manage and largelyShe was tough to manage and largelyjust left to fend for herself.just left to fend for herself.

Barbara recognized Melissas giant talents. She also understood thatBarbara recognized Melissas giant talents. She also understood thatMelissa is the classic prima donna worth the trouble only if shes reallyMelissa is the classic prima donna worth the trouble only if shes reallyworth the troubleworth the trouble..

This is what Barbara has to work with. Anything else is wishful thinking.This is what Barbara has to work with. Anything else is wishful thinking.

8/9/2019 Steve Marx

111/142



s s at a ba a as to o t . yt g e se s s u t g.s s at a ba a as to o t . yt g e se s s u t g.

46MelissaS


8/9/2019 Steve Marx

112/142



y g gy g g

46MelissaS

Hard working, but her workstyle is dominated by her softer Discipline.


8/9/2019 Steve Marx

113/142



y g gy g g

46MelissaS

Struggles to prioritize and juggle multiple projects, needs reminders.


8/9/2019 Steve Marx

114/142



y g gy g g

46MelissaS

Gains commitments quickly and easily, gets a huge thrill from closing.


8/9/2019 Steve Marx

115/142



y g gy g g

46MelissaS

Generates new ideas easily, is eager to learn and try new things.


8/9/2019 Steve Marx

116/142



46MelissaS

Her Positivity is neither a strength nor a weakness.


8/9/2019 Steve Marx

117/142



46MelissaS

Eager to please, needs lots of time with manager, responds to empathetic approach.


8/9/2019 Steve Marx

118/142



46MelissaS

Does whatever will get public praise, is derailed by micro-mgt, wants investment.


8/9/2019 Steve Marx

119/142



46MelissaS

Not a source of motivation for her.

You would think that these two themes would guarantee a lot of deals done.You would think that these two themes would guarantee a lot of deals done.

8/9/2019 Steve Marx

120/142



46MelissaS

but Melissa has an even stronger pair of themes thats really in control.but Melissa has an even stronger pair of themes thats really in control.

8/9/2019 Steve Marx

121/142



46MelissaS

Heres what Barbara has to deal with

Powerful closerbut needy, sensitive showboater.

Poor with details, keeping multiple balls in the air, prioritizing.

Craves independence, but needs help with weekly work plan. Needs to target better, higher-value prospects.

High-strung prima donna!

Barbara understands shell need to walk a tightrope withBarbara understands shell need to walk a tightrope with

8/9/2019 Steve Marx

122/142



BarbaraM

Melissa, who needs frequent management attention butMelissa, who needs frequent management attention buthates to be microhates to be micro--managed.managed.

Step One was to invest a lot of personal time with Melissa.Step One was to invest a lot of personal time with Melissa.This signaled appreciation and fondness and it built theThis signaled appreciation and fondness and it built therelationship that would be the foundation for everything elserelationship that would be the foundation for everything elseBarbara hoped to accomplish.Barbara hoped to accomplish.

With the relationship established, Barbara could start toWith the relationship established, Barbara could start to

8/9/2019 Steve Marx

123/142



BarbaraM

focus on business issuesfocus on business issueswhat it would take to move to awhat it would take to move to adramatically higher revenue level.dramatically higher revenue level.

To avoid being seen as a microTo avoid being seen as a micro--manager, Barbara holds hermanager, Barbara holds heropinions back.opinions back.

She moves conversations forward by asking questions, notShe moves conversations forward by asking questions, notmaking statements.making statements.

Barbara succeeded in getting Melissa to set an ongoingBarbara succeeded in getting Melissa to set an ongoing

8/9/2019 Steve Marx

124/142



BarbaraM

monthly revenue goal of $50,000.monthly revenue goal of $50,000.

As Barbara asked more questionsAs Barbara asked more questionsabout the activity levelabout the activity level

necessary to achieve that goalnecessary to achieve that goalMelissa herself determinedMelissa herself determinedthat she needed three projects a week to accomplish as wellthat she needed three projects a week to accomplish as wella weekly followa weekly follow--up meeting.up meeting.

Only after all that groundwork was established could BarbaraOnly after all that groundwork was established could Barbaraget into the details of helping Melissa select better prospects,get into the details of helping Melissa select better prospects,prioritize her work, and plan her daily tasks.prioritize her work, and plan her daily tasks.

Barbara continues to invest more time with Melissa thanBarbara continues to invest more time with Melissa thani h h h ff h d id d i h ii h h h ff h d id d i h i

8/9/2019 Steve Marx

125/142



BarbaraM

with others on the staff. Shes decided its worth it.with others on the staff. Shes decided its worth it.

Melissa loves the attention and does not consider it microMelissa loves the attention and does not consider it micro--

management.management.

The trust bond is so solid now that Melissa readily asks forThe trust bond is so solid now that Melissa readily asks forhelp when she needs it, something that would not havehelp when she needs it, something that would not havehappened before.happened before.


8/9/2019 Steve Marx

126/142



MelissaS BarbaraM

After working this plan for about a year, thereAfter working this plan for about a year, therewas no question in Barbaras mind that it waswas no question in Barbaras mind that it was

worth it.worth it.

Melissa zoomed past all 31 other salespeople inMelissa zoomed past all 31 other salespeople inthe division to sell not only the most new Targetthe division to sell not only the most new Target

Accounts, but also the greatest total dollars inAccounts, but also the greatest total dollars innew Target accounts.new Target accounts.

Her monthlyrevenuereachedanaverageHer monthlyrevenuereachedanaverageof$41,000, about 4 times whatithadof$41,000, about 4 times whatithad

been.been.

Melissa continues to grow: Her Q1 2010 is 27%Melissa continues to grow: Her Q1 2010 is 27%ahead of Q1 2009.ahead of Q1 2009.

8/9/2019 Steve Marx

127/142



JeremyS

BarbaraM

8/9/2019 Steve Marx

128/142



Five talentedFive talented

salespeople.salespeople.

Five smart managersFive smart managerswho know how to turnwho know how to turntalent into performance.talent into performance.

8/9/2019 Steve Marx

129/142



Nature x Nurture = Productivity

8 x 2 = 16


2 x 8 = 16


8 x 8 = 64

8/9/2019 Steve Marx

130/142



8/9/2019 Steve Marx

131/142



8/9/2019 Steve Marx

132/142



8/9/2019 Steve Marx

133/142



8/9/2019 Steve Marx

134/142



The CSS Performance Prism.The CSS Performance Prism.

PerformancePerformance PrismPrism

8/9/2019 Steve Marx

135/142



PerformancePerformance PrismPrism

A prism separates light into itscomponent colors.

The Performance Prism separates theenlightened sales organization into itscomponents.

Goals & ValuesGoals & Values

8/9/2019 Steve Marx

136/142



Goals & ValuesGoals & Values

Goals = Outcomes you seek. Values = Beliefs, standards, and

principles you choose to follows asyou pursue your goals.

Structure & ProcessStructure & Process

8/9/2019 Steve Marx

137/142



Structure & ProcessStructure & Process

The lone wolf sales model justdoesnt hunt anymore.

Sales organizations need to use thesame division of labor conceptadopted by manufacturing over a

century ago.

Accountability & MetricsAccountability & Metrics

8/9/2019 Steve Marx

138/142



Accountability & MetricsAccountability & Metrics

Selecting the right metrics for your salesdashboard is a critical decision.

Metrics are essential not only to monitorperformance, but also to providemanagement with the data stream it needsto fine-tune the Structure & Process.

Talent & SkillTalent & Skill

8/9/2019 Steve Marx

139/142



Talent & SkillTalent & Skill

Understanding each persons uniquetalent fingerprint allows managers to setappropriate expectations for eachindividual. As the performance of eachperson is maximized, so is that of theorganization.

Sales skill training has a much greaterimpact when delivered to the right peoplefitted to the right jobs.

8/9/2019 Steve Marx

140/142



The CSS Performance Prism.The CSS Performance Prism.

8/9/2019 Steve Marx

141/142



TalentTalent


M h iM h i

8/9/2019 Steve Marx

142/142

Muchas gracias.Muchas gracias.

[email protected]@CSScenter.com

Date post:	30-May-2018
Category:	Documents
Upload:	andrestraslavina
View:	213 times
Download:	0 times

Steve Marx

Documents