2. Nick’s Bio - Highlights
Career:
ComputerLand Canada
◦ 8 Years in Sales and Sales Management
◦ Director of Marketing
Softchoice Corporation
◦ VP of Sales
◦ VP of Marketing
◦ SVP of HR
◦ SVP of Business Development
CultureByBrand
Personal:
Volunteering
◦ Led teams to Ghana, Rwanda, Bali,
Sri Lanka, Kenya, Uganda and
Guatemala
◦ Board Member for The Strongest
Oak
Fitness
◦ Master’s Swim Club member for 22
years
◦ Club President
Married with one daughter
3. Agenda
Today – Strategy!
Context
Learn a framework for leading strategy and differentiation
discussions
How a strong Purpose can inspire action and differentiation
The role that Sales Leaders have in building healthy workplace
cultures
How to set up the strategic planning cycle for more successful sales
outcomes
Tomorrow: The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic
4. Two ways to drive company financials:
Decrease
Costs
Increase
Revenue
8. What is Your Unique Advantage?
How meaningful and clear is
Your Why?
How well does Your culture*
Support Your Brand and Strategy?
*How we do things around here
Are Your Leadership Behaviours
aligned with the Desired Culture?
What Systems get in the way
of Your performance?
How Effective are You at
Achieving Desired Outcomes?
Integrated
Aligned
Strategy
Purpose
Culture
Leadership
Performance
Systems
Execution
10. Do you have a Strategy?
Are you growing
faster than your
competition?
Perform an
Archeological Dig
Congratulations!
Keep Going!
Hire a Strategy
consultant
Focus on
Execution if
Strategy seems
right
Do you have
a clear focus?
Yes
Yes
No
No
12. Examples
Dell (circa 1990)
◦ Cut out the Middleman
◦ Low Cost
◦ Just in Time Manufacturing
Apple
◦ Beautiful design
◦ Revamp ecosystems
◦ Fun, Utility
Tim Horton’s
◦ Soup and Sandwiches
◦ Always Fresh coffee
◦ Homestyle lunches
13. What is your Strategy?
What is unique about what you offer?
Is there a unique focus that your company has?
Are your resources and processes aligned to enable your strategy?
17. Time to Practice
(strategycanvas.org)
Pick one of your companies
Inform the Group
What do you do?
Who are your customers?
What makes you different
Create the Factors of Competition for your industry
Plot your company on the Strategy Canvas
Plot at least one competitor
Pick a presenter
Time: 45 minutes
20. Four Actions Framework
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
21. Four Actions Framework
(Southwest Airlines)
Break the Trade-off Between Low Cost and Differentiation
Eliminate Create
Raise
Reduce
Which Factors
should be reduced
well below the
Industry’s standard?
Which Factors
should be created
that the industry
Has never offered?
Which Factors that
the industry has
long competed on
should be eliminated?
Which Factors
should be raised
Well above the
Industry’s standard?
New
Value Curve
Speed
Friendly Service
Seat Selection,
Lounges, Meals,
Frequent Flyer
23. Next Steps
Take the Time to do this exercise for your company – it is worth it!
24. Strategy AND Execution
95% of employees cannot
articulate their company’s strategy
2/3 of IT and HR initiatives do not
support corporate strategy
Strategy is not cascaded to
Marketing, Sales, etc.
Differentiated
Strategy
ExecutionC M
26. Did You Notice?
This morning we talked a lot about WHAT you do:
Price
Delivery
Features
Support
Services
But, we haven’t talked much about WHY you do it!
27. “People don’t buy what you do,
They buy why you do it”
Start with Why
28. Why you do it
can be more compelling and more
of a differentiator than any of the
specific things you do.
30. 1. Learn how sales drives the Culture of an organization
2. Recognize Culture as a competitive advantage
3. Commit to 2 actions from dialogue today to help you
strengthen your organizational culture.
Our goals for this topic
30
33. What is your 1-degree shift?
THE WHY
& WHAT
HOW WE DO
THINGS
GETTING IT
DONE!
34. Why is Culture important?
-Peter Drucker, Management & Strategy Guru
35. Opening exercise - Brands you LOVE?
Purpose:
Explore GREAT brands you LOVE (or don’t!) and WHY
Process (Groups of 4):
1. Brainstorm brands/companies you love (consumer or business brands)
2. Choose one you all (mostly) agree with….
3. WHY– what is it the people/brand DO/SAY to make that happen?
4. What is link between BRAND & CULTURE/VALUES?
Timing:
5 minutes
35
36. Brands we love are purposeful about
their VALUES & cultures they create
Ten Tenets of Culture:
1. Culture of learning
2. Culture of trust
3. Culture of interdependency
4. Culture of integrity
5. Culture of transparency
6. Culture of loyalty
7. Culture of respect
8. Culture of belonging and oneness
9. Culture of caring
10. Culture of fun
37. Definition of Values
Values - A shorthand method
of describing our individual
and collective motivations and
what is important to us.
Values can be positive
or potentially limiting.
Positive Values: trust,
creativity, passion, honesty,
integrity, clarity
Potentially Limiting Values:
power, blame, greed, being
liked
41. Drivers of Decisions?
Purpose:
Explore key drivers of a recent important decision you have made
Process:
In pairs:
1. Think about an important/tougher decision you have made in past 30 days (personal
or at work)
2. What were the KEY DRIVERS, VALUES behind that decision?
3. Share decision & drivers with your partner
4. Be prepared to share 1 example/story with large group
Timing:
5 minutes – small group discussion
5 minutes – present back a couple examples
41
42. Maslow’s Needs to Barrett’s Consciousness
Needs Consciousness
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and
Understand
Abraham Maslow
44. YOUR PERSONAL VALUES?
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
46. Barrett’s CVA (Culture Values assessment) – 3 Dimensions
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Cultural Entropy:
Current Culture
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
47. Company Example #1 – Higher Entropy,Weaker Culture
profit 171 1(O)
safety 171 1(O)
cost reduction (L) 164 1(O)
confusion (L) 122 3(O)
results orientation 96 3(O)
customer satisfaction 95 2(O)
bureaucracy (L) 92 3(O)
productivity 91 3(O)
teamwork 87 4(R)
blame (L) 86 2(R)
customer satisfaction 211 2(O)
accountability 169 4(R)
teamwork 131 4(R)
quality 130 3(O)
continuous improvement 119 4(O)
customer collaboration 103 6(O)
employee engagement 97 5(O)
employee recognition 90 2(R)
efficiency 88 3(O)
coaching/ mentoring 87 6(R)
Values Plot September 30, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 0
CC - DC 2
PV - DC 1
Cultural Entropy:
Current Culture
29%
accountability 162 4(R)
honesty 161 5(I)
family 125 2(R)
respect 119 2(R)
positive attitude 103 5(I)
humour/ fun 101 5(I)
continuous learning 99 4(I)
leadership 98 6(I)
pride 97 3(I)
trust 94 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-1-5-0 IROS (L)=0-1-3-0 IROS (P)=0-4-6-0 IROS (L)=0-0-0-0
48. Company Example #2 – Lower Entropy, Strong Culture
customer satisfaction 53 2(O)
brand image 48 3(O)
employee engagement 37 5(O)
employee recognition 37 2(R)
results orientation 33 3(O)
cost reduction (L) 32 1(O)
teamwork 32 4(R)
accountability 31 4(R)
continuous improvement 29 4(O)
environmental awareness 27 6(S)
teamwork 54 4(R)
accountability 44 4(R)
employee engagement 38 5(O)
continuous improvement 36 4(O)
customer satisfaction 36 2(O)
coaching/ mentoring 34 6(R)
cross group collaboration 32 6(O)
continuous learning 28 4(O)
employee recognition 27 2(R)
adaptability 25 4(I)
information sharing 25 4(O)
leadership development 25 6(O)
Values Plot October 7, 2015Copyright 2015 Barrett Values Centre
I = Individual
R = Relationship
Black Underline = PV & CC
Orange = PV, CC & DC
Orange = CC & DC
Blue = PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV - CC 1
CC - DC 6
PV - DC 2
Cultural Entropy:
Current Culture
14%
accountability 65 4(R)
positive attitude 50 5(I)
commitment 35 5(I)
continuous learning 35 4(I)
family 34 2(R)
honesty 34 5(I)
respect 34 2(R)
integrity 33 5(I)
humour/ fun 32 5(I)
trust 30 5(R)
Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)
7
6
5
4
3
2
1
IRS (P)=6-4-0 IRS (L)=0-0-0 IROS (P)=0-3-5-1 IROS (L)=0-0-1-0 IROS (P)=1-4-7-0 IROS (L)=0-0-0-0
49. Current State Culture Desired State Culture
• 10 key themes/descriptors of
our CURRENT culture?
• How many/which ones are
potentially limiting?
• 10 themes/descriptors of our
DESIRED culture?
• What are 3-5 key themes?
• What do you feel is the #1
theme to “move on” in the
next 12 months? Why?
Your Organization/Team Culture:
A Framework
50. Core Values & “Coachable” Behaviours –
Example
Pursue
your
Potential
Deliver
on
Customer
promises
Listen &
Connect
Cross group
collaboration
What it looks like:
• Mistakes are Ok
but Learn!
• Dare to Dream
• Plan for Failure
• Learn & Grow
What it looks like:
• Be a true
partner
• Be clear on
expectations
• Customize
solutions
• Customer
driven in all we
do
What it looks like:
• Connecting to
others views
• Acknowledging
differences
• 2 way
communication
• Putting yourself
in others shoes
What it looks like:
• Team=beyond
silos
• Align
expectations
• “Share the ball”
• Leverage
Strengths
• Share credit
What it is not:
• Playing Safe
• Repeated Failure
• Living in the Past
• “We Tried that
Before”
What it is not:
• “Handcuffs”
• Internal before
Customer
metrics
• “That’s the way
it’s always been “
What it is not:
• Being self-
centred
• Non-caring
• Being
condescending
• Interrupting
someone
What it is not:
• Pointing Fingers
• Silos
• Throwing People
under the bus
• Going Rogue
Own the
Solution
What it looks like:
• Picking up the
Garbage
• Do what you
Say
• Find a remedy
vs a fault
• Bear the
Consequences
What it is not:
• Blaming others
• Letting others
off the hook
• “Not My Job”
52. JUST WHEN THE GATES CLOSE,
THIS IS HOW THE TRAFFIC LOOKS.
When I was in India in 2015:
53. DRIVERS START OCCUPYING THE
FAR LANE AS WELL WITH UTTER
DISRESPECT TO TRAFFIC RULES.
After a while…
54. 3 Unwanted Culture Impacts:
People choose one of three tactics if you don’t manage the worst
behaviour:
1. Engage in the same bad behaviour - the Aggressive approach
“Why should I obey the rules if there are no consequences?”
2. Disengage – become a Passive disengaged employee
“Why should I make any extra effort – only the people that break the rules are
getting ahead.”
3. Become Passive/Aggressive about the bad behaviour
“I will go out of my way to avoid working with any of the people who are
breaking the rules.”
55. 1. Create values that resonate (avoid “motherhood & apple pie!) and
support strategy
2. Craft specific “coachable behaviours” that support the values
3. Be highly intentional and use values day – to –day to coach,
recognize, shape culture
4. Integrate values into performance reviews & have a variable
compensation piece to reinforce them
5. Conduct leadership assessments, development that integrate with
values (strategic leadership development)
What is 1 best practice from above you want to activate?
5 Culture/Values best practices
55
56. Action Plan
What are 2
things you can
take away/apply
from today?
Who can you
share it with to
help activate?
57. What is your Culture?
Is it Unique?
What are your Company’s Values?
What Behaviours do you manage?
When Sales People are destructive to your culture what do you do?
58. What did we learn?
How does your culture help you to differentiate?
61. Marketing – often a big gap!
The Marketing View
“Having Sales People is a strategic choice. We spend money
on sales people because it is the best way to get our
message to market. The number of sales people and the
role they play is a choice related to strategy!”
62. •Revenue Growth
•SGA as % or
RevenueKPI
•Cost of Customer
Acquisition
•Business MixKPI
•Sales % of Plan
•Growth Rate
•Sales Comp as % of
Revenue
KPI
•Customer
Retention
•Customer
Satisfaction
KPI
Planning
Strategic
Plan
Marketing
Plan
Sales Plan
Customer
Plan
Vision
Overall Business View
3-5 Year Horizon
Financial Goals
Company Structure
Leverage
Investment
Market-Centric
- 1 Year Horizon
What Segments?
What Offers?
What Competition?
Differentiation
Marketing Spend
Execution-Centric
- 1 Year Horizon
Territories
Coverage
Sales Comp
Business Mix
Biz plan for each market
Customer-Based
- Quarterly or Annually
Customer Value Proposition
Growth Goals
Objectives
64. Marketing Strategy
What are
we Selling?
• Products
• Services
• Mix and Lifecycle
• Portfolio Analysis
Who do
we sell it
to?
• By Product
• By Segment
• By Geography
• By Channel
Value
Proposition
• Pricing Strategy
• Margin Objectives
• Angel Customers
• Demon Customers
How do we
Sell it?
• Sales Force
• Social Media Plan
• Website
• Advertising
65. Glancing Back and Forward
Today – Strategy!
Context
Learn a framework for leading strategy and differentiation
discussions
How a strong Purpose can inspire action and differentiation
The role that Sales Leaders have in building healthy workplace
cultures
How to set up the strategic planning cycle for more successful sales
outcomes
The 5 Worst Errors of Sales Strategy!
1. Why we shouldn’t treat all customers the same
2. Why we need to adjust the sales people and management
processes when the sales cycle gets longer
3. Why a good sales forecast review is a strategic investment
4. How sales incentives and compensation are not everything
5. Why managing leading indicators is more strategic