Capability Model For Sales Managers

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Capability Model For Sales Managers
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CAPABILITY MODEL
PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
COMMUNICATIONS
PEOPLE MANAGEMENT
OPERATIONS EXCELLENCE
MARKET FOCUS
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• PERSONAL CHARACTERISTICS

POSSESSES AN INTERNAL LOCUS OF CONTROL
IS DETERMINED TO SUCCEED
COPES WITH STRESS PRESSURE
IS NON-EGOCENTRIC

• Is driven by results and tangible outputs.
• Works to high personal standards.
• Reviews how things could have gone better.
• Recognizes that work contributes strongly to
  their sense of personal fulfillment.
• Knows where they want to get to and has a plan.

• Adapts readily to constantly changing demands.
• Bounces back easily after a setback.
• Remains calm and unruffled in stressful
  situations.
• Adjusts to adverse situations does not allow
  them to get in the way.
• Does not take criticism personally or get
  defensive.

• Shows respect and acceptance for opposing
  viewpoints.
• Is aware of what matters to others.
• Is able to articulate the difference between
  people.
• Is willing to revise their judgments does not
  hold fixed views.
• Communicates spontaneously with others.

• Takes personal responsibility for when things go
  wrong.
• Conveys a clear sense of who they are and what
  they believe in.
• Demonstrates self-confidence does not need
  approval from others.
• Persists in the belief that they can make things
  happen.
• Controls events and takes ownership of situations.

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COGNITIVE PROCESSES
HAS A BROAD PERSPECTIVE
MAKES DECISIONS
RECOGNIZES PATTERNS

• Seeks to fit things into the big picture.
• Spots the main themes and issues in complex
  information and pattern recognition.
• Grasps concepts and generates models for
  understanding things better.
• Experiments with new ways of doing things.
• Learns from past experiences and mistakes.

• Spots opportunities in situations.
• Establish links between differing ideas, facts or
  information.
• Identifies and responds to signals in situations.
• Anticipates and plans for problems in advance.
• Thinks about present and future implications
  asks what if

• Makes decisions against a clear set of criteria.
• Relies on a certain amount of gut feel.
• Critically evaluates alternatives and opinions
  before deciding.
• Provides explanations to support decisions or
  convince others.
• Regularly re-examines assumptions and judgments.

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LEADERSHIP ABILITY
DISTINGUISHES BETWEEN FRIENDSHIP AND MANAGERIAL
RELATIONSHIPS
DISPLAYS PASSION

• Speaks and acts passionately about the company
  and its products.
• Understands the vision of the corporation and SBU
  and communicates them frequently and
  convincingly.
• Conveys a sense of excitement about the company
  to all points of contact.
• Does not let negative or pessimistic feelings
  show through to his/her people.
• Takes pride in the company and what it does for
  the end-user.
• Demonstrates outstanding public speaking skills
  by talking intelligently, convincingly and
  eloquently about the company.

Establishes that he/she is the boss from the
onset. Maintains a professional distance to
differentiate between a boss/employee
relationship vs. friendship. Behaves
appropriately and professionally in social
situations.
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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
LEADERSHIP ABILITY CONTINUED
ACTS AS A COACH AND MENTOR
SETS CLEAR EXPECTATIONS
MOTIVATES THE WORKFORCE
Celebrates successes with reps and team. Helps to
pick reps up after a bad call. Does not manage by
fear or intimidation. Does not issue directives,
but helps reps to uncover the answers. Succeeds
by working through his/her people. Cares about
how successful his/her people are. Salvages a
call if a rep stumbles or needs a boost. Is tough
when warranted. Calls people on inappropriate
behavior.
Discusses goals and objectives quarterly and
holds people accountable for their
performance. Informs reps of his/her preferred
methods of communication and cites examples of
when to use various means of communication. Clarif
ies his/her role in advance of a meeting with a
customer.
Understands what motivates each of his/her
reps. Makes work enjoyable for his/her team. Uses
creativity to drive points through to his/her
people. Rewards people appropriately.
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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
LEADERSHIP ABILITY CONTINUED
USES TIME STRATEGICALLY
IS VISIBLE
COMMANDS RESPECT
Earns the respect of his/her reps. Earns the
respect of people in the home office. Earns the
respect of the customers and staff with whom
he/she interacts.
Spends requisite time in field working with
problem accounts. Spends ample time in
territories that require more attention. Does not
get bogged down in minutiae, unnecessary details,
and report generation. Clarifies expectations in
advance of embarking on a project.
Has regular, physical presence with reps. Is
known and respected by key accounts within the
region.
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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
PEOPLE MANAGEMENT
IDENTIFIES TRAINING DEVELOPMENTAL
OPPORTUNITIES
EVALUATES EMPLOYEES REGULARLY
UPHOLDS ESTABLISHED POLICIES
PROMOTES TEAM INTERACTION
HIRES THE RIGHT PEOPLE

• Facilitates structured regional meetings.
• Engages entire team in discussions.
• Shares relevant ideas and best practices with
  colleagues without prompting.
• Requires reps to share their best practices and
  successes with each other via phone and/or email
  messages.
• Encourages reps to seek solutions among their
  peers prior to seeking their advice.
• Facilitates meetings fairly and inclusively.

• Identifies appropriate training requirements.
• Provides training opportunities to region.
• Recommends specific training for reps on an
  as-needed basis.
• Develops career paths for individuals.

• Conducts thorough performance reviews in a timely
  manner.
• Provides positive and negative feedback.
• Documents performance issues as they occur.
• Develops appropriate Performance Improvement
  Plans (PIPs) when needed.

• Employs consistent criteria for determining when
  to put a rep on a Performance Improvement Plan
  (PIP).
• Enforces corporate policies fairly and
  consistently.
• Terminates employees for business vs. personal
  reasons.

• Has a profile against which he/she screens and
  hires applicants.
• Asks questions about past successes and failures
  vs. asking hypothetical questions.
• Asks questions that force candidates to think on
  their feet.
• Keeps a full pipeline of potential applicants.
• Hires, coaches and trains people who want to be
  team players not individual stars.

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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
COMMUNICATIONS
ACCESSIBILITY
INFORMATION
MESSAGES
WHILE ITS CURRENT

• Stays on top of email and voice mail messages.
• Encourages and leaves brief and concise messages.

• Has a system in place to let reps know the best
  methods to contact him/her.
• Informs reps of his/her availability.

• Uses the phone to confront issues vs.
  facilitating email wars.
• Surfaces issues and puts them on the table when
  they occur.

• Drives the goals and objectives of the company to
  the field level.
• Shares information from the field upwards.
• Takes difficult information and makes it
  digestible.
• Shares information with peers from meetings with
  functional divisions.

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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
BUSINESS ACUMEN
MAINTAINS FOCUS ON COMPANY STRATEGY
FOCUSES ON ROI
IS ANALYTICALLY

• Promotes company tools and materials to his/her
  people with confidence and enthusiasm.
• Does not publicly disagree with an SBU business
  decision.
• Implements programs and initiatives regardless of
  their personal feelings.
• Executes the goals and objectives of the SBU
  rather than driving their personal agendas.

• Holds reps accountable for the money they spend.
• Reviews expense reports carefully and holds reps
  to submission deadlines.
• Encourages reps to submit statements of ROI and
  analyses for expenses.

• Analyzes the numbers to get a clear picture of
  his/her region.
• Uses data effectively to determine where to spend
  his/her time.
• Provides measurable and verifiable reasons for
  why the numbers change in his/her region.
• Finds the missing pieces to problems by looking
  at solutions from multiple angles.
• Does not accept things at face value.

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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
MARKET FOCUS
CREATES NEW BUSINESS OPPORTUNITIES
KNOWS THE MARKET
EXCELS IN SALES

• Knows the key accounts in his/her region.
• Knows the key players, decision makers, and
  influencers in his/her region.
• Stays current on clinical developments.
• Demonstrates expertise on our and the
  competition's products and services.

• Demonstrates exemplary selling skills in the
  field.
• Provides on-going sales technique training to
  reps.
• Reinforces key account management selling skills
  at every opportunity.
• Requires reps to pre-call plan and post-call
  follow-up.
• Stays current on latest selling techniques and
  shares appropriate tips with colleagues and reps.

• Draws specialists into discussions and
  effectively utilizes their knowledge.
• Communicates to keep abreast of latest
  developments.
• Analyzes trends and data to uncover new business
  opportunities.
• Studies trends and beats the competition to new
  business.
• Leverages resources by including experts and
  executives where appropriate.

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PERSONAL CHARACTERISTICS
COGNITIVE PROCESSES
BUSINESS ACUMEN
LEADERSHIP ABILITY
OPERATIONS EXCELLENCE
MARKET FOCUS
COMMUNICATIONS
PEOPLE MANAGEMENT
OPERATIONAL EXCELLENCE
HAS A SOLID ORGANIZATIONAL SYSTEM
USES A FOLLOW UP SYSTEM
PROVIDES DIRECTION COORDINATION

• Has a system in place to easily track field
  visits and on-going issues.
• Keeps an active to-do list updates and monitors
  progress frequently.
• Completes work either ahead of or by the due
  date.
• Screens phone calls where appropriate to stay on
  track and focused.

• Coordinates information between the field and the
  home office.
• Assimilates data into useful and understandable
  formats.
• Is involved in setting strategic direction for
  the region.
• Questions whether he/she has provided enough
  direction and compensates accordingly.

• Completes and sends field report visits within 24
  hours of visit.
• Enters all customer interactions and visits into
  the CRM.
• Sends out follow up letters to customers after
  field visit or telephone contact.
• Has a tickler file system to ensure important
  information is communicated to reps.