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ANTITRUST REMINDER2013 Phillips 66 Marketing Conference & Trade Show
ARIA Resort & Casino, Las Vegas, NV -- May 21- 24, 2013
• It is the policy of Phillips 66 to comply strictly with antitrust laws and to avoid the appearance of conduct which might be misconstrued by others as violating those laws.
• Because competitors are represented, we must all be mindful of the Antitrust Laws. We must, of course, carefully comply with the Antitrust Laws and conduct our affairs so that there is not even an appearance of possible impropriety.
• The primary Antitrust Law of concern is the Sherman Act, a federal law that prohibits conduct that restrains trade. The Act has been interpreted by the courts to prohibit agreements between competitors to fix prices, allocate customers or territories, refusal to deal with third parties, to restrict output or any other type of action to threaten or extract concessions from another company, or any other similar anti-competitive joint action. In some instances, violations are deemed to be felonies and can result in substantial fines and imprisonment.
• Unfortunately, because conferences like this one in general bring competitors together, they have sometimes been misused to engage in restraints of trade in other industries. For that reason, it can be anticipated that antitrust enforcement personnel and others hoping to find support for the existence of improper conduct will be interested in what transpires at such meetings. It is therefore critical that these meetings be conducted in a manner that does not inadvertently create false inferences of possible impropriety.
• You can do your part to protect yourself and others by not engaging in any discussions that could possible be considered as anticompetitive. Such adherence is required while at our Conference, during any sidebar discussions that may occur before or after the Conference and during any breakout sessions and breaks.
• Should you have any questions during your discussions, please consult with your respective legal representative.
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GREG HARTPRINCIPALSALES BENCHMARK INDEX
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JOHN STAPLESSALE FORCE EXCELLENCE
PHILLIPS 66
What Top Sales Managers Do DifferentlyDownload the Sales and Marketing Effectiveness Kit Here:
offers.salesbenchmarkindex.com/grow-your-business
Managing is Not LeadingPage 6
•“One does not ‘manage’ people... The task is to lead people. And the goal is to make productive the
specific strengths and knowledge of every individual.”
•- Peter Drucker
Top sales managers lead their teams, they do not “manage” them
The Importance of Leadership
The industry is becoming more competitive– Increased competition requires better prepared reps– Traditional selling tactics won’t work in the new environment
Strong leadership drives adoption– As customer perceptions change, reps need effective coaching to
adopt new techniques– Creating a company wide management process drives consistency
across the organization
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Why Management is Different From Leadership Page 8
• Leadership and Management are NOT the same thing• They are linked and complimentary• For success, they must work together
Leader Manager
focuses on people focuses on systems and structure
inspires trust relies on control
asks “what” and “why” asks “how” and “when”
develops maintains
motivates and inspires controls people by pushing
coaches and empowers provides instruction
It is not always intuitive to think
about approaching everyday situations from a leadership
perspective
How to Spot a LeaderPage 9
Theme Leadership Management
Style Transformational Transactional
Desires Achievement Results
Risk Takes Minimizes
Direction New Roads Existing Roads
Strategy Inspire Organize
People Coaching/Mentoring Controlling/Directing
Crisis Micro-Lead Micro-Manage
Approach Shoot from the Hip Analyze
Change Develop Mindset Manage Behaviors/Actions
Focus Lead People Manage Processes
Seeks Vision Objectives
Decision Facilitates Makes
Power Personal Charisma Formal Authority
Strategy Reality + Vision Reality + Wisdom
Avoiding Common Leadership MistakesPage 10
Common Mistake Result Best Practice
Giving direction with out explaining why
Reps Become Demotivated and Push Back Actively or Passively
Explain the Reason Behind the Direction and Appeal to the Individual’s Motivating Factors
Miscommunicating Expectations
Disconnect Between Field & Leadership
Communicate Expectations Frequently
Minimal Performance Management
Reps Unsure Of Current ProgressReps Not Held Accountable
Communicate Results & Performance
Offering Insufficient Coaching
Less Talent DevelopmentTeam Not Coached To Full Potential Develop Talent & Grow Skills
Too “Buddy-Buddy” Try to be everyone’s friendSoft Performance Reviews Be Fair – But Be A Boss
Blaming Corporate Leader Fails To Paint Vision As Own Take Responsibility & Ownership
Leadership EssentialsPage 11
Expectations &
Feedback
Consequences&
Incentives
Skills&
Knowledge
Giving theCorrect
Assignment
Inspiring&
Motivating
Motives&
Preferences
• The rep has little control over their work environment and what is expected of them
• As a leader, you must recognize and provide what they cannot
Leaders Provide Clear Expectations & Feedback
Set expectations early and often
• Never too early to explain what is expected• Expectations are set during candidate interviews and the process never ends• Ask each team member how they like to be led/managed
Reinforce expectations through multi-channel communication
• Verbal – team meetings, 1-on-1 meetings, ad-hoc• Written – memos, email, internal communication tool (ie Chatter)• Action – leaders show their team what is expected
Provide timely feedback when expectations are exceeded or not met
Establish a feedback loop so that reps can communicate how your leadership style affects them individually
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Leaders Provide Consequences & Incentives
• People work better when they clearly understand expectations, why they are important, and what the impact of non-compliance is
• People respond better to the carrot than the stick
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• Clearly articulate the consequences of acting outside of expectations as well as the incentives related to desired performance
• Make sure that you are catching your people doing something right and reward them for it
Sales Leader Action Impact on the Rep
Leaders Improve Skills & Knowledge
• Leaders provide clear expectations
• Leaders show the rep how to do something, not just tell them to do it
• Leaders continually identify opportunities to coach for improved performance
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• People need to know exactly what is expected of them
• People learn by seeing and doing – a description or command is not enough
• People want to improve in what they do – good coaching is always welcome
Sales Leader Action Impact on the Rep
• Coaching and development is a key responsibility of a leader
• This must be done on a regular basis, not just at training events & meetings
Leaders Determine Who is Right for the Task
Motives & Preferences
• Leaders invest the time and effort to ensure a good fit
• Leaders understand preferences and set employees up for success
• Leaders recognize where they have a poor match between person and role – and manage accordingly
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Selection & Assignment
You can’t change someone’s internal motivation
Everyone is motivated differently – the right environment fosters success
Capitalizing on strengths will have better outcomes than trying to improve deficiencies
Sales Leader Action Impact on the Rep
Leaders Inspire & MotivatePage 16
• Leaders work with their team to create a shared vision
• Leaders communicate frequently and share successes
• Leaders build relationships with their team members
• A shared vision creates a common goal that is inspiring and motivating
• Communication and recognition makes people feel important and inspires team members to excel
• Relationships help to build real motivation – people work harder for people they care about
Sales Leader Action Impact on the Rep
World Class Leaders Keys to Success
50% Talent Management– Selecting the right talent– Identifying opportunities for improvement– Talent development
50% Performance Conditions– Structure– Process– Tools, job aids, sales aids, product & marketing material
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Provide Structure to Drive Uniform Leadership
In order to drive change, ensure managers do not rely solely on past experience– Emphasis on past experience promotes “status quo” mentality– A central management process promotes best practice sharing across
organization
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Hiring
Planning
Coaching
Developing
MentoringDevelop a management framework
to prevent “ad-hoc” management styles
World Class Leaders Understand their TeamsPage 19
• Management should assess their team’s accountabilities and competencies
• Determine strengths/weaknesses of team and coach accordingly
Training Programs to Address Team Wide Competency GapsPage 20
Determine those competencies lacking team wide and develop
courseware to bring the team up to speed
Leveraging the Individual Development Plan (IDP)Developing your Reps
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• World class leaders develop IDPs to enable their reps
• IDPs provide a framework to coach and develop reps with appropriate tools
Tools to Manage SuccessPage 22
Sales Process
1 on 1 Debriefs
Onboarding Plans
Training Plans
Field Ride Evaluations
Manager Execution
Sales Process ExamplePage 23
Stage Name– Buyer Driven Behavior, Actions, and Decisions
Customer Indications Strategic Sales ActivitiesTypical Customer/Prospect Actions, statements, and observations that point towards this stage being their current state in their buying process.
List of steps, in order of accomplishment, that tell the sales rep what they should be doing to move the customer forward. Some steps are Major Interactions, signified by a MI#1 tag.
Sales Aids Customer/Prospect Exit CriteriaList of the tools the sales rep should use in this Stage to help achieve the exit criteria. Tools with an (I) indicate internal use only; Tools with an (E) indicate external use with customers/prospects.
Defined buyer-exhibited behavior that, once observed, allows you to move the opportunity to the next sales process stage.
1. Recognition
2. Determine
Needs
3. Evalua
te Option
s
4. Resolv
e Concer
ns
5. Selecti
on
Call Plan and SM 1-1 reviewPage 24
Field Ride EvaluationsRep Call Plan
Sales Rep & Manager: 1-1 DebriefPage 25
15 MinutesReview prior 1 on 1 debrief action items
30-45 Minutes Every Two WeeksSales rep comes prepared with topics to discussSales rep guides conversationSales manager to coach with questionsEnd with Action Items
1. Review Previous Action Items
Notes:
1 on 1 Debrief TemplatePreparation:
Execution:
Notes:
2. Career Development Progress (IDP Items, Personal Learning)
3. Training & Development NeedsNotes:
4. Recent Field Ride ExecutionNotes:
Onboarding PlanPage 26
Additional ResourcesPage 27
Reading Material Online Resources
Leading At A Higher Level
The 360° Leader
The Top Ten Mistakes Leaders Make
How Can You Get More Info About SBI?
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Download the Sales and Marketing Effectiveness Kit Here:
offers.salesbenchmarkindex.com/grow-your-business