WLN Conversion

1
Welcome WLN Conversion Workshop
2
WLN Workshop Agenda

• Share your perspective on the WLN program
• What we learned from the best
• Identify the vital behaviors of Managers who are
  successfully leading WLN
• Assess your Lead Coordinator
• Is it time to make a change?
• Your commitment
• Next Steps

3
Lets Start with YOUR Perspective

• On the sheet of paper provided, answer the
  following
• Whats your WLN conversion rate?
• Whats your Contact Rate ()?
• How many LSs do you have and is that enough for
  the lead flow you receive?
• What are the hand full of key actions you take to
  secure the office conversion rate you currently
  have? (List the 5 or 6 things you do)

4
Lets Start with YOUR Perspective

• Lets flip chart your responses to the five or 6
  key actions you take. . . . No repeats.

5
My perspective

• Chadds Ford Office 2010
• YTD
• 778 Leads
• 54 Contracts accepted
• 96,377
• in Company Dollar /Associate Commissions

6
Top Companywide OfficesClosed Leads- 12 Months
9/27/09-9/27/10
Office Name Closed Leads 12 Month
1. Washington Township, N.J. 57
2. Cherry Hill, N.J. 38
3. Chadds Ford, Pa. 37
4. Pike Creek, De 36
5. Mullica Hill, N.J. 34
6. Westfield, N.J. 34
7. Front Royal, Va. 34
8. Blue Bell, Pa. 32
9. Media, Pa. 32
10. Allentown, Pa. 31
11. Monroe, N.Y. 29
12. Toms River, N.J. 28
13. Brick, N.J. 27
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Top Companywide Offices12 Month Conversion
Percentage 9/27/09-9/27/10
Office Name 12 Month Conversion
1. Chadds Ford, Pa. 5.992509363
2. Vernon, N.J. 5.940594059
3. Mountain Lakes, N.J. 5.821917808
4. Reston/Herndon, Va. 5.699481865
5. Medford, N.J. 5.681818182
6. Normandy Beach, N.J. 5.641025641
7. Sparta, N.J. 5.641025641
8. Toms River, N.J. 5.636070853
9. Morris Plains/HQ, N.J. 5.570291777
10. Manahawkin, N.J. 5.527638191
11. Paoli, Pa. 5.357142857
12. Ocean Township, N.J. 5.348837209
13. Brick, N.J. 5.326460481
14. Washington Twsp., N.J. 5.289492495
Click to go to the next slide
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Top 20 Companywide OfficesYTD Conversion
1/1/10-9/27/10

1. Medford, N.J. 6.31
2. Reston/Herndon, Va. 6.25
3. Paoli, Pa. 5.61
4. Normandy Beach, Va. 5.60
5. Chadds Ford, Pa. 5.56
6. Sparta, N.J. 5.53
7. Mountain Lakes, N.J. 5.50
8. Manahawkin, N.J. 5.38
9. Vernon, N.J. 5.34
10. Aberdeen, N.J. 5.22
11. Wyckoff, N.J. 5.20
12. Marlton, N.J. 5.18
13. Morris Plains/HQ, N.J. 5.01
14. Ocean Township, N.J. 4.95
15. Washington Twsp., N.J. 4.95
16. Toms River, N.J. 4.92
17. Sea Girt, N.J. 4.74
18. Gainesville, Va. 4.74

Click to go to the next slide
9
Sales Manager Focus Group Assessment Nov 2010

• Best
• Highly Involved manages the process/system daily
• Has selected an LC based on WLN conversion and
  attitude
• Changes when needed
• Definitive role
• LC owns the portal daily
• Accesses the portal from 3-7 times a week
• Zero Tolerance for standards and increases
  standards

• Average
• Delegates entirely to LC and LSs
• Tolerates non-performing LC
• Does not change
• Does not manage their conversion
• Not sure of time investment
• Limited portal access several times a month
• Inconsistent accountability

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Sales Manager Focus Group Assessment Nov 2010

• Best
• Constantly trying new creative ideas/approaches
  to engage office
• Holds Monthly meeting, using template and
  leverages other information attendance is
  mandatory
• WLN is Extremely visible in the office
  (production board, successes, etc.)

• Average
• Running the program from a status quo tolerates
  sub-par LC and LS performance
• Has monthly meeting, but struggles with
  attendance
• Mired in objections to split and fee

11
Sales Manager Focus Group Assessment Nov 2010

• Best
• Emails/calls after EVERY lead, and asks question
  of LS to engage a conversation for accountability
  of getting the appointment
• Values each and every lead.
• Knows their stats as well as their LSs stats
• Coaches entry to WLN
• Manages from confidence

• Average
• Sporadically sends email or calls wishing them
  luck with the lead
• Qualifies good leads from bad leads
• Not familiar with individual stats
• Inconsistent entry to WLN
• Manages from fear

12
WLN Findings Sales Manager Groups

• There was a stark contrast in meeting with the
  two groups, namely
• Overall enthusiasm/perception of the program
• Visibility openness of the successes/benefits
  of WLN
• Growth through idea generation () vs. growth by
  changing the program in some way (-)

13
WLN General Observations

• Sales Managers are spending an inconsistent
  amount of time managing the system
• WLN is being managed inconsistently across the
  company footprint
• Different size offices have different challenges
  and needs for proper implementation
• All feel the need/desire for a strong LC
• Virtually no GSM engagement or system use.

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Sales Manager Vital Behaviors

• Remember the key actions you listed earlier on
  your sheet of paper?
• Compare your list with the one Im about to show
  you. These are the vital behaviors identified by
  the highest performing managers . . .

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Sales Manager Vital Behaviors

• 1. Staffs and manages Lead Network Coordinator
  based on their performance gives autonomy to
  make decisions without the involvement of the
  sales manager.
• 2. Adheres to Zero Tolerance of LN Specialist
  maintaining minimum performance standards.
• Has system for evaluating, rotating and
  entering new LN Specialists on weekly
• basis increases standards as conversion
  increases.
• 3. Holds creative monthly WLN Meeting and call
  session, open to the entire sales office,
  leveraging template and additional resources
  mandatory attendance of LSs
• 4. Emails/Calls LN Specialists on each lead and
  asks a question (Did you get the appointment?
  When are you meeting?, etc.)
• 5. Highly visible, on-going expression of
  positive belief in the system recognition at
  Weekly Sales Meetings, training events,
  production board, etc.

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Lead Network Coordinators

• Lets do the same exercise for your Lead
  Coordinators. On the index card, record the name
  of your Lead Coordinator. If you dont have one,
  is that role being performed by you?
• What do you think are the vital behaviors of the
  best Lead Coordinators? Write the 5 or 6 key
  actions on the index card.

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Lead Coordinators

• Lets flip chart your responses to the five or 6
  key actions you take. . . . No repeats.

18
Lead Network Coordinator Focus Group Assessment
Nov 2010

• Best
• 8-10 hours on LN per week
• Manages Portal/Lead Distribution Report everyday
  coach direct LN Specialist to conversion
• Daily contact with Manager average 2 3
  meetings per month
• Hold/Conduct Monthly WLN Meeting LN Coordinator
  driven criteria mandatory, dont come/take off
  system

• Average
• 1 3 hours on LN per week
• Accesses Portal/Lead Distribution Report 2 3
  times per week no coaching component
• Manager contact once per quarter/irregular
• Hold/Conduct Monthly WLN Meeting manager driven,
  no penalty for non-attendance

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Lead Network Coordinator Focus Group Assessment
Nov 2010

• Best
• Positive attitude of quality of leads/program
• Personal high contact and conversion
• Zero Tolerance Standards
• 70 Contact
• Keep portal current
• Attend Meetings/Call Sessions
• Pause when active leads reach x level

• Average
• Poor attitude of quality of leads/program
• Personal poor contact and conversion
• No Tolerance Standards

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Lead Network Coordinator Focus Group Assessment
Nov 2010

• Best
• System for recycling inactive leads.
• Qualification Standards for LN Specialists
• Leaders/Managers Autonomy to
• Take specialist on or office
• Rotation of LN Specialists
• Ask agents need help?
• Inactive are calling/recycling
• Vacation/pause activity

• Average
• Do not work inactive leads.
• No Qualification Standard for LN Specialists.
• Entry-Level Clerk mentality. No Autonomy

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Lead Coordinator Vital Behaviors

• Remember the vital behaviors you listed earlier
  on the index card?
• Compare your list with the one Im about to show
  you. These are the vital behaviors identified by
  the highest performing Lead Coordinators . . .

22
Lead Network Coordinators Vital Behaviors

• Positive belief in quality of leads and value of
  WLN.
• Leads by example by personally maintaining a
  minimum of 70 contact rate and 7 - 10
  conversion.
• Manages Portal Daily to coach LN Specialist to
  conversion.
• Commits 10 hours per week to WLN.
• Holds monthly WLN meeting/Call Session to
  inspire, motivate and coach.
• Adheres LN Specialists to Zero Tolerance
  performance standard of
• 70 Contact - Keep Portal Current
• Attend Meetings/Call Sessions - Pause when
  active leads reach x level
• Do not turn leads back, recycle each inactive
  lead.

23
Lead Network Coordinators Why they do it

• Enjoy helping agents.
• For the teams success.
• Like coaching and mentoring.
• Love to see their success.
• Manager needed my help.
• I control what happens to me on the system.

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Lead Coordinator Selection Criteria

• We also asked the Lead Coordinators why they
  think they were selected for the role.
• Any guesses as to what they shared?

25
Lead Network Coordinators Selection Criteria

• Leader/Team player.
• Lead by example, maintain high contact 70, 7-10
  conversion rates.
• Run a meeting.
• Operate LN System.
• Positive belief in WLN and quality of leads.

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Assess Your Lead Coordinator

• Do you have the right Lead Coordinator supporting
  you?
• Does your LC align with the below criteria from
  the best LCs?
• Leader/Team player.
• Lead by example, maintain high contact 70, 7-10
  conversion rates.
• Run a meeting.
• Operate LN System.
• Positive belief in WLN and quality of leads.

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Assess Your Lead Coordinator

• Do you need to make a change?
• If so, who would meet the below criteria?
• Leader/Team player.
• Lead by example, maintain high contact 70, 7-10
  conversion rates.
• Run a meeting.
• Operate LN System.
• Positive belief in WLN and quality of leads.

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Regional Lead Coordinator

• We need a Regional LC who, ideally, is
• A Leader
• A current LN Coordinator
• A High converter and has a high contact rate
• Able to run a meeting
• Able to coach and train
• Extremely positive about the entire WLN system
• They will need to attend a training meeting on
  12/21 at 9 am.

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Lead Network Coordinator Focus Group Findings
Lead Network Specialists

• LN Specialist formal selection criteria unknown
  to LN Coordinators.
• Initial local LN Specialist orientation
  training informal/unstructured. Some use the Lead
  Specialist Agreement.
• LN Specialist Agreement action items are
• Too numerous
• Not measureable
• Do not line up with the key behaviors
• LN Specialist on-line certification outdated with
  key behaviors not in material or tested.
• Criteria for LN Specialist to stay active
  loosely enforced.

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Lead Specialists

• What do you think the Lead Coordinators
  identified as the 5 to 6 vital behaviors for Lead
  Specialists?

31
LN Specialist Vital Behaviors

1. Maintains positive attitude about WLN and quality
   of leads.
2. Answers phone every time.
3. Asks for appointment on initial call adheres to
   new Point of Sale Action Items.
4. Knows listing inventory must go on caravan.
5. Consistently attends Weekly Sales Meeting and
   monthly WLN Specialist meeting.
6. Updates portal, follows up weekly with
   customer/lead.

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WLN General Observations Infrastructure and
Support

• Kathleen Devine and Andrea Levy spend 50 - 70
  of their time trouble-shooting putting out
  fires from the field.
• RVPs need a strong Regional WLN Coordinator to
• Train, coach and support LN Specialists and LN
  Coordinators.
• Monitor Lead Distribution Portal for activity,
  age of leads and lead management.
• Banen recommended Regional Trainers fill this
  role.
• New performance standards for all key WLN
  positions should be introduced. Zero tolerance
  list enforced.
• Virtually no GSM engagement or system use. This
  is another entire infrastructure plan.

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Your Commitment

• Weve discussed what we learned.
• Whats your take-away from what we shared from
  these focus groups we conducted?
• Do you see a new opportunity here?

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I Will . . .

• Staff and manage Lead Network Coordinator based
  on their performance give autonomy to make
  decisions
• Adhere to Zero Tolerance of LN Specialist
  maintaining minimum performance standards. Will
  establish and maintain a system for evaluating,
  rotating and entering new LN Specialists on
  weekly
• basis. Will increases standards as
  conversion increases.
• 3. Hold a creative monthly WLN Meeting and call
  session, open to the entire sales office,
  leveraging template and additional resources.
  Will institute mandatory attendance of LSs
• 4. Email/Call LN Specialists on each lead and
  ask, Did you get the appointment? When are
  you meeting?
• 5. Maintain high visibility and present an
  on-going expression of positive belief in the
  system recognition at Weekly Sales Meetings,
  training events, production board, etc.

35
Next Steps

• WLN Taskforce will be updating all WLN materials
  to reflect what we learned from the Managers and
  LCs in the Focus Groups
• LN Specialists/Coordinator Agreements
• Sales Manager Commitment
• LN Specialist On-line Certification tied to key
  behaviors
• Zero Tolerance List
• Address other Challenges
• Insufficient LN Specialists
• Zip Codes Challenges
• Seek your commitment and focus on improving WLN
  Conversion in your offices