For over 200 years the US Constitution has served as the system of fundamental laws and principles of our society. This amazing document has served as the cornerstone of our democracy. A reflection of our Founding Fathers’ core values, the Constitution has kept our society on track since 1787, and has certainly contributed significantly to the growth and success of our country.

What is the Constitution of your sales team? Have you, as yet, identified and communicated your cornerstone? If I was to ask five of your salespeople to describe to me what is expected of them in areas other than sales results would I receive five different answers?

The Production Equation: B+A=R.
Behavior plus activities equals sales results. Or, another way of saying this is that every successful sale is the outcome of a series of behaviors (how something is done) as well as activities (how many times a behavior is performed).

Unfortunately, many of us sales managers try to manage results. We wait until a rep has a bad month before we decide to get involved in “coaching” them. So then, when a rep produces a bad month, we rush over and smother them in coaching trying and get their production back up quickly. Sales managers who try to manage results are like a driver of an automobile who only looks in the rear view mirror…. chances are they will be surprised when they collide with something that is unexpected. Looking only in the rear view mirror is not an effective way to drive a car, but it happens to be the way that many sales managers drive their sales teams.

Results can’t be managed, but behaviors and activities can. To be the best sales manager you must get in front of the result, and put in writing your expectations of the behaviors and activities that contribute to results. This program will show you how.

Think of this issue – a team without well-communicated performance standards - from your salesperson’s perspective. You have a clear understanding of the sales results expected of you, but you’re unsure exactly how to produce those results. So you do what you think you should. You “make it up on the fly.” Then, because nobody tells you you’re doing it wrong you assume it is acceptable behavior. So you keep doing it, and form bad habits. It’s an unproductive cycle.

In this presentation Kevin will share:

• A definition of a performance standard – what exactly is it?
• The four types of standards every sales organization needs to keep its sales force on track
• How to identify your performance standards
• How to install your system of performance standards
• How to maintain your performance standards to achieve lasting and consistent topline growth.

Kevin Davis is the president of TopLine Leadership Inc., a company that provides sales and sales management training services that dramatically increase productivity. Kevin has 28 years of sales, sales management and training experience. Many successful companies, including IKON Office Solutions, BellSouth Business Systems and Bayer Diagnostics have adopted Davis’ sales method as their company-wide “language of selling.” Davis’ “Sales Management Leadership in the 21st Century” seminar has been delivered to over 20,000 sales managers.

Kevin is the author of Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know (Times Business / Random House), which was voted one of the best sales books by Selling magazine, and one of the top 30 business books by Soundview Executive Book Summaries (out of 1,500 titles considered annually).

Prior to starting his firm in 1989, Kevin was a sales representative, account executive, sales manager, and district general manager during a distinguished career with Lanier Worldwide, a Fortune 200 company. In each of Kevin’s positions he earned Lanier’s Chairman’s Council award, presented annually to producers ranking in the top five percent. He also earned Lanier’s prestigious “District Manager of the Year” award. As a sales manager, Kevin hired, trained, and coached over 250 salespeople.

Here are what past customer's are saying about Kevin's previous sales training:

"This methodology is a must for any organization wanting to get the most out of their account management system. It has helped us create, manage, and win more complex, multi-level sales opportunities."

"Our sales force is comprised of salespeople with 12-25 years of sales experience. Most of these salespeople have already attended the leading sales training programs. It's quite an endorsement that every one of our sales people told me that Getting Into Your Customer's Head is the best sales training program they've ever attended."

What participants say six months after training:

"With the emphasis toward the customer buying versus the salesman selling, my approach and questioning skills put me in a better position with an account that I had not been able to get anywhere with. The end result - a $36,000 sale!"

"I closed the XYZ account shortly after our training due to an ROI letter."

"The training has made me put myself in the place of the customer. I am better prepared and much more professional in my approach. I feel more confident."

"I’m much more aware of the political forces inside my key accounts, which has helped me get to the 'Power Broker' more quickly than I had in the past."

"The training has improved my needs analysis/questioning skills and I’m more effective at convincing prospects there is a need to address these concerns."

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