Aligning Sales Performance Levers - Profiles Intl Version 091611

2011 CLIENT SUMMIT
Building Organizations with Strategic Sustainability

Aligning Performance Levers
For Breakthrough Sales Results
Mike Kunkle
September 16, 2011

Performance Levers
The Plan

Agenda
 Overview:
– Background, Definition, Six-Project Approach, Why It’s Worth the Effort
 Walk-through of the Six Projects
 Case Example
 Appendix: Helpful Resources

“Everybody's got plans... until they get hit.” Mike Tyson 2

Performance Levers
Overview | Definition

A sad but true tale
“Karen, we need sales training!”

Karen reviews sales training.

3

Performance Levers

A sad but true tale
Karen selects sales training.

Note: Miller Heiman is a fine company. This is an example. It is not meant
as an endorsement nor a condemnation.

4

Performance Levers

A sad but true tale
Karen delivers sales training.
Training Expenses

5

Performance Levers

A sad but true tale
“Karen, what happened!?”

6

Performance Levers

A sad but true tale A Xerox
According to a Sales Performance International study, most sales professionals forget at least study
“Karen, what happened!?”
50% of what they learned in training programs in less than five weeks. For over 44% of 6,000
showed
sales professionals surveyed, they forget in less than one month. Further, salespeople only
remember 16% of content from sales training workshops after only 90 days. that 87% of
the
knowledge
According to ES Research Group, 85% of learned in
sales training results in no long-term sales
training is
impact in performance. lost within
12 weeks.

A study at Columbia University found that
up to 95% of what is taught in training
programs is wasted through a failure to Something has to change!
transfer learning to the workplace.
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Performance Levers
Performance
An alternative Lever Alignment

Performer Organization
Analysis

Function
Performance Sales & Sales
Lever Manager
Alignment Selection Position
The Six
Performance
Lever Projects Task

Sales & Sales Performance
Manager Lever
Training Identification

Real Sales
Best
Practices Performance
Capture
Improvement
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Performance Levers

Performance Levers
 Critical competencies, knowledge, skills, behaviors and conditions which
must be present for ethical, sustained high-performance to occur.
 Conditions include other organizational elements such as compensation,
processes, policies, systems, technology, tools, culture, and more.

Examples: Appointment Setting
Competencies Knowledge Skill/Behaviors Conditions
 Assertiveness  How products work  Tracking lead results  Compensation
 Attitude  How to organize leads  Setting appointments  Processes, Policies & Procedures
 Energy Level  How to set appointments  Opening a sales call  Systems, Technology & Tools
 Verbal Skill  How to use collateral  Probing for needs  Performance Management
 Sociability  Sales process stages  Presenting solutions  Reporting
 Independence  How to get answers  Negotiating  And more…

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Performance Levers

 Imagine an 8-cylinder engine, firing on all 8 cylinders.

1
8 2

7 3

6 4
5

10

Performance Levers

 What happens if it’s only firing on 4 cylinders?

1
8 2

7 3

6 4
5

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Performance Levers

 What if more than one system isn’t working well?

System 1
• Engine

System 2
• Drive Train

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Performance Levers

 How is this different in organizations?
System 1
Hiring System 2
Learning & Development
System 3
Compensation System 4
Sales Process
System 5
Coaching | Management
System #...
And more…

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Performance Levers

 How is this different in organizations?

It’s Not!

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Performance Levers

Types of Levers It’s “Systems Thinking”
 Organization (Company)
Organization

 Function (Department)
Function
 Position (Role / Job)
• Task (subset) Position

Task
Competencies Knowledge Skill/Behaviors Conditions
 Assertiveness  How products work  Tracking lead results  Compensation
 Attitude  How to organize leads  Setting appointments  Processes, Policies & Procedures
 Energy Level  How to set appointments  Opening a sales call  Systems, Technology & Tools
 Verbal Skill  How to use collateral  Probing for needs  Performance Management
 Sociability  Sales process stages  Presenting solutions  Reporting
 Independence  How to get answers  Negotiating  And more..

http://en.wikipedia.org/wiki/Systems_Thinking 15

Performance Levers O
F
Overview | Definition P
T

Sales Training + Levers = Sales Effectiveness
Sales Training Sales Effectiveness *
 Is an important part of “sales effectiveness”  Includes much more than training
 Preceded by a training needs analysis  Preceded by a performance gap analysis
 Based on learning objectives  Based on performance objectives
 Improves workplace behaviors and
 Improves knowledge, skills, or attitudes
outcomes
 Requires instructional design and/or
 Also requires performance consulting skills
training delivery skills
 Output includes courses, curricula, training  Output includes learning systems,
events (e-learning, self-directed, processes, policies, technology, systems,
classroom/instructor-led, field training) best practices and more
 Tactical: Focused on who, what, why, how,  Strategic: Focused on organizational
when & where alignment to support high performance

* Also referred to as Sales Force Effectiveness, Sales Enablement or Sales Performance Development
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F
T

Where to Start? I used to consider…
 What can you control (or most strongly influence)?
 Within that span:
– What is the easiest win? (low-hanging fruit)
– Where is the biggest gain? (most mileage)
– What is the biggest pain? (biggest problem solved)

All logical… but these days, to get started…

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F
T

…I Suggest This:
Get sourcing, selection, and promoting right:
 Identify the right competencies by role (sales/mgt)
Selection  Upgrade processes for sourcing and hiring employees
 Upgrade processes for developing and promoting employees
Do a Position-level Performance Lever analysis:
 Put strong focus here - on the Position levers
Position  Identify Levers, capture Best Practices and upgrade learning systems
 Get this right for frontline Sales & Sales Management Roles
Levers  Align as many supporting organizational levers as you can
 Show results
 Then start “tying strings” (aligning) to other levers and functions
Pure training task analysis: Identify Levers, capture Best Practices and:
Task  Conduct a great task analysis
Importance Difficulty Frequency
Levers  Write the tasks into training
 Gather importance, difficulty and frequency to make good training decisions

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F
T

Selection + Sales & Management Levers + Supporting Org Levers
Train the Sales
Select for the Position Levers
Competencies
Train the Sales
Management Levers

Territory Consultative What & How to Train
Competencies Sales Planning
Align Management Selling

Compensation How to Diagnose Levers
Account Technology & Pipeline Account
Selection Tool Use Management Development
How to Coach

Remove Policy & How to Manage
SOP Barriers Performance

Improve Internal Track Success
Service Metrics

Note: These are just examples and may not be right for your organization
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F
T

What are They in Your World? Start Thinking Now….
Varies by Role But What Should You Add / Subtract For Your Company?
Will Include…  Document and discuss ideas with top producers & leaders
 Competencies  Agree on a hypothesis
 Sourcing| Selection  Perform the analysis | Conduct the research
 Compensation  Survey(s)
 Reporting  Interviews | Focus Groups
And May Include…  Observation
 Product Knowledge
 Setting Goals & Objectives Your Performance Lever Mix
 Lead Management
 Technology | Tools
 Account Selection
 Consultative Selling Skills
 Pipeline Management
 Account Management
 Account Development
 Follow-up | Follow-through
 Training | Coaching
 Action Planning
 …and more…
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Performance Levers

High-Level Overview: DIY “How To”
 Performer Analysis (Who To Study)
 Sales & Sales Manager Selection (How to Select, Promote & Develop)
– Assessments, competencies, sourcing, interviewing, selection, tracking, validation
 Performance Lever Identification (What Really Drives Performance)
– Interviews to create hypotheses for Performance Levers (sales reps & sales managers)
– Surveys to confirm / hone Performance Levers
 Best Practices Capture (Details of Each Position/Task Lever)
– Interviews / focus groups / observation to gather Best Practices
 (Re)Design Training for Sales & Sales Managers (Share the Knowledge)
– Learning systems: pre-work, training, post-work, reinforcement, measurement,
reporting
 Align Other Levers (Support the Levers Every Way Possible)
– Measure, report, feedback, adjust, repeat

Which becomes….
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Performance Levers .
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Overview | Definition – The Six Projects .

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The Six Performance Lever Projects
Performer
Analysis
 Performer Analysis
 Sales & Sales Manager Selection
Performance
Lever
Sales & Sales
Manager
 Performance Lever Identification
Alignment Selection
 Best Practices Capture
 Sales & Sales Manager Training
 Performance Lever Alignment

Manager Lever

Best
Practices
Capture

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Performance Levers
Overview – Why Go Through All This?

Just a few of the many reasons…
 Better hiring | shorter-ramp up for new hires and promotions
 Geometric growth for incumbents (vs. incremental)
 Greater customer satisfaction & loyalty
 Break out of “80/20 prison”
 Improve “average” performance levels across the organization
 Rewards and incentives that drive the right behavior
 Systemic alignment fosters clarity and focus – people “feel better”
(reduced frustration and cognitive dissonance)

But most importantly, we do it for the bottom-line results…

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Performance Levers
Overview – Why Go Through All This?

The Outcome | Bottom-line Results (Real Examples):
 A $398MM sales revenue increase, a $9.96MM net profit increase and a
400% return on investment
 Increased sales per rep by 47% through changes in territory management
and sales coaching
 Increased sales results 600% over previous year while decreasing net
operating expenses by 21%
 Improved average profitability per rep by 11% in 4 months
 Improved processing efficiency (order pull-through) by 16% in 6 months.
 Newly-hired and trained 4-month employees outperformed a control
group of untrained 5-year employees
 Increased loans closed per FTE in the 3-month period after training by 2.3
per month (average revenue increase of $183K per class or $36.6MM in 12
months)

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Thanks for Reading!

Next up: “DIY | How To” with The Six Projects

Mike Kunkle
http://www.linkedin.com/in/mikekunkle http://bit.ly/InviteMike-LinkedIn
mike_kunkle@mindspring.com

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DIY | How To - The Six Projects .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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DIY | How To - Performer Analysis .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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Performer Analysis
Performer  WHAT:
Analysis
Identify top, average & low producing sales
reps.
Performance Sales & Sales Identify top, average & low producing sales
Lever Manager
Alignment Selection managers.

 HOW:
Analyze a year of sales data & create a
weighted scoring system across multiple
metrics/products.
Sales & Sales Performance Some discussion & surveys with managers.
Manager Lever
 WHY:
Provides a mix of performers to study in various
Best
Practices ways, to determine true differentiating factors.
Capture

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Example of Performer Categories n=
New = >30 days, <271 days
Top New Reps Often “top” includes tiers: 39
Top = In the Top Quartile of all metrics
 4% | 10% | 15% | 25%
Seasoned = >365 days (many 5+ years)
Top Seasoned Reps 307
Top = In the Top Quartile of all metrics
Average Reps Selected randomly, between mean and median production 298
Low Producer Reps Selected randomly from the bottom 20% 348
Top SM Producers Top = In the Top Quartile of all metrics, personal production 15
Top SM Team
Top = Top Quartile all metrics, w/o SM results + survey of their Mgr 52
Managers
Top = In Top Producer group personally + Top Quartile all metrics w/o SM
Top SM Both 5
results + survey of their Mgr
Average SM (Team) Selected randomly, between mean and median production 79
Low Performing SM
Selected randomly from the bottom 20% 32
(Team)

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Example of Sales Metrics
Metrics Quarterly Weighting *
Create a weighted scoring system…
# of Sales Med-High (2-3)
$ Volume Low (1)
Pull-Through Rate Med (1-2)
Avg # Sales/Day/Rep High (3-4)
Avg $ Vol/Day/Rep Med-High (2-3)
Cross-Sell Percent Med (1-2)

* Review the last 12 months & the last quarter. Weight the quarter more heavily. Blend the scores.
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Example of Analysis – Sales Reps
Low
High
4th Quartile
Mean Avg. Sort Descending
Median Highlight 4th Quartile
Apply Weighting
Repeat & Total

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Example of Analysis – Sales Reps
Low
High
4th Quartile
Mean Avg. Sort Descending
Median Highlight 4th Quartile
Apply Weighting
Repeat & Total

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Example of Analysis – Sales Managers
Consider things like:
 Avg Productivity
– Avg # and $/rep /time
 Engagement: % of team
producing and/or goal %/rep
 Total Team Sales: $ and #
 Avg Time to 1st Sale (new reps)
 Pipeline Stats & Pull-through %
 Cross-sell Ratios or Penetration
 Trend Indicators (actual # last
month, avg/month over 13
weeks, avg/month past year)
 Survey Their Managers
– Remove the “luck” factor
– Remove “inherited territory”
– Remove “one great rep”

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Partner with Smart People with SAS, SPSS, or Minitab *
to Crunch Data for Validity, as Needed

* Of course, learning research methodology and statistics is a viable option for the brave…
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DIY | How To - Sales & Manager Selection .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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Sales & Sales Manager Selection
Performer
 WHAT:
Analysis Psychometric assessments that measure
thinking styles, behavioral traits and interest.
Performance Sales & Sales
Lever Manager  HOW:
Alignment Selection Online, using the PXT or PSA.

 WHY:
The assessments will help you identify hiring
competencies.
You can identify statistically validated
Manager Lever performance models that predict success,
Training Identification based on your top performers.
You can use the results to further develop &
Best coach your current leaders.
Practices
Capture You can better identify future leaders, who are
like your very best today.

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Methods
 Competency Identification
 Interview Methods
 Other Checks
 Psychometric Assessments
 Job Matching
 Blended Models

My Favorite?
Blended w/ Psychometric + Job Matching
Sources:
 Professor Mike Smith, University of Manchester, August 1994
 John E. Hunter and Ronda F. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychological Bulletin, Vol. 96, No.1, 1984, p. 90
 Robert P. Tett, Douglas N. Jackson, and Mitchell Rothstein, Personality Measures as Predictors of Job Performance: A Meta-Analytical Review,
Personnel Psychology, Winter 1991, p.703. Michigan State University’s School of Business. 37

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Psychometric Assessments
 Thinking | Cognitive Factors
One-third of the
 Behavioral Traits
Hiring Decision
 Occupational Interests
Get it right:
 Normative vs. Ipsative Exactly what PI
 Focus on Predictive Validity Recommends
 Use the same Performer Categories from your other Analysis
– Compare top | middle | bottom - look for differentiating factors
 Hire, develop and promote based on those factors, as well as performance
data (whenever possible)

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DIY | How To - Performance Lever Identification .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection
 Other Performance Lever Alignment

Manager Lever

Best
Practices
Capture

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Performance Lever Identification
Performer  WHAT:
Analysis
Identify the knowledge, skills, behaviors or
conditions that must exist for ethical, sustained,
Performance Sales & Sales high performance to occur.
Lever Manager
Alignment Selection Formulate hypotheses about what the levers
are for frontline sales and sales management
roles.
Confirm and validate the levers through
research.

Sales & Sales Performance  HOW:
Manager Lever Through discussion, surveys, interviews, focus
groups, and observation of frontline sales reps
and their managers.
Best
Practices
Capture  WHY:
This will confirm where to focus your efforts
capturing Best Practices, which provides
training content. 40

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Formulating the Hypotheses
 Start with some known practices
 Talk with:
– Executives
– Other leaders
– Frontline sales reps
– Frontline sales managers
– Sales operations and support staff
– And possibly, customers
 Label the big buckets and detail the tasks
 Don’t get married – you’re just dating
 Build the surveys to confirm the hypotheses

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Identify the high-level
Survey Design Performance Levers (hypotheses)

Document the potential tasks for
the Performance Lever

Ask what you’ve missed

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Survey Design
Clearly define Performance Lever

Define the role

Add instructions for
completing the survey

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Survey Design
 Rate the statement provided.
Using empathy statements to acknowledge a prospect’s situation/feelings
 How much do you agree it’s a
Performance Lever?
 If rated 1-2, next question.
 If rated 3-5:
 Importance & Difficulty
 And in some cases:
 Frequency: Actual & Should

 In addition, you should ask what you missed, by Lever, and a handful of other
questions – such as normal demographics & Continue | Start | Stop. 44

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Partner with Smart People with SAS, SPSS, or Minitab *
to Crunch Data for Validity, as Needed

Look Familiar?

* Of course, learning research methodology and statistics is STILL a viable option for the brave…
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DIY | How To - Best Practices Capture .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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Best Practices Capture
Performer  WHAT:
Analysis
Document the best practices and differentiating
behaviors of top performers, which can be
Performance Sales & Sales replicated and trained.
Lever Manager
Alignment Selection
 HOW:
Through discussion, interviews, focus groups
and observation of the frontline sales reps and
managers identified during Performer Analysis.

Sales & Sales Performance  WHY:
Manager Lever To share best practices broadly and (re)design
training around them.
Best
Practices
Capture

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Data Collection Methods
 Interviews
– In-person, phone, webinar
 Focus Groups Getting the Straight Scoop
– In-person, webinar  What really happens “out there”
 Account for the Hawthorne effect
 Field Observation  Trust and strict confidentiality
– 5-10 top performers  Autonomy, mastery and purpose *
– 3 average
– 2 in ninth decile
– + More: pending time, resources & budget

* Thank you, Daniel Pink (author of Drive) 48

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DIY | How To - Sales & Sales Manager Training .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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Sales & Sales Manager Training
Performer  WHAT:
Analysis
(Re)design sales and sales management training
(learning systems) around your best practices.
Performance Sales & Sales Ensure that your training includes the right
Lever Manager
Alignment Selection content and produces ethical, sustainable, high
performance in the real world.

 HOW:
Develop courses and implement learning and
transfer systems, incorporating what you’ve
Sales & Sales Performance learned in this research.
Manager Lever
 WHY:
To improve training, further share best
Best
Practices practices, and improve work performance of
Capture frontline sales reps and sales managers.

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Sales Training is the Easy Part
Teach Position Performance Levers and Tasks!
Teach sales reps:
 If new, yes, do onboarding and orientations, but then…
 Focus on the major Performance Levers
 Teach the Performance Lever Tasks
 Create and share Performance Support
 Share Knowledge but Focus on Behaviors & Skills
 Build-in extensive Transfer Plans

Teach the Replicable Best Practices of Top Performers

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As You Develop Sales Manager Training, Remember…
Frontline Sales Management is the Pivotal Role!
Teach managers:
 What you teach reps (in advance) and how to train them
 How to diagnose and identify issues with Performance Levers
 How to coach to improve levers (behavioral coaching)
 How to develop motivational action plans (management science)
 How to reinforce, reward, and manage performance
 NOTE: It’s another lever, but reward managers for the above
Teach Them To Get Results Through Others

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DIY | How To - Performance Lever Alignment .

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Performer
Analysis
Performance
Lever
Sales & Sales
Manager
Alignment Selection

Manager Lever

Best
Practices
Capture

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Performance Lever Alignment
Performer  WHAT:
Analysis
Review policies, practices, processes,
procedures, systems, compensations, and other
Performance Sales & Sales organization factors.
Lever Manager
Alignment Selection
 HOW:
By sharing study results with other
organizational leaders and discussing how you
can best support the Performance Levers and
Best Practices.
Sales & Sales Performance If you have an OD team, get them involved.
Manager Lever
 WHY:
To align as many other organizational elements
Best
Practices
as possible to support the performance levers
Capture and best practices – to create an environment
which supports sales success as much as
possible.
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Recommended Initial Focus for Lever Alignment
 Get sales compensation right – rely on experts, if needed
 Get out of the “Sales Prevention Business”
– Ask frontline reps and managers, you’ll hear plenty to fix
 Eliminate restrictive policies designed for situations that occur
once a quarter
 Conduct a Force Field Analysis* with top sales performers and
sales managers – remove restraining forces first

* Thank you, Kurt Lewin, for Force Field Analysis 55

Thanks for Reading!

Next up: Case Example & Suggestions

Mike Kunkle

Case Example
B2B Financial Services Company

Sales Performance Levers Applied to:
 B2B Financial Services
 Wholesale Mortgage Origination Channel
 Low Base | High Commission

Case Example

The Business Situation and Problems
 Good growth rate – Wall Street darling
 Original team was doing very well (top 20% delivering 80% of production)
 New Hires struggling – annualized NH turnover was growing fast
 Sales training was one week in a classroom, all lecture
 There was no reinforcement, planned transfer or evaluation
 Reporting was fragmented, hard to interpret, not actionable
 The best of the new sales people were promoted into management, but…
 No management training and managers each managed their own way
 Coaching was rare
 Performance management was, “You did X last month. You need to do Y next
month or you’ll be fired”
 If you had industry sales experience, wanted the job, and could fog a mirror, the
job was yours
 Few understood the complex compensation system.

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Case Example

Challenge from the President
 The President told our Performance Development team:

“I believe in this group and what you were hired to do. But I
want to be clear. If you can’t deliver on your promises about
improving performance, you won’t be sitting at this table
this time next year.”

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Case Example

Performance Projects
 Analysis of past and past results | current state | current results. (Point A)
 Discussion with senior management on strategic direction, goals and performance
objectives. (Point B)
 Analysis of traits, habits, skills and practices of carefully selected Top, Middle and
Low Performers…
 Individual Interviews | Multiple Surveys | Focus Groups | Observations
 “Hiring Right” project – what’s the “right stuff” for our roles? How do we hire,
develop and promote people effectively?
 Process analysis and documentation review for possible Lean projects
 Review of compensation and incentive programs and practices for sales
 Review of sales management practices
 Customer Interviews, Surveys, and Focus Groups
 So, basically, we ran The Six Projects (and included customer feedback).

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Case Example

We Created a Performance-Enhancing System
 Vetted the analysis, identified the levers and communicated everywhere
 Created 3-week sales training curriculum for new hires (2 weeks remote + 1 week
in class) – taught all levers, changed behaviors in class & certified
 All new managers went through the program and were certified
 Taught incumbent managers separately and certified
 Developed a coaching program for managers (and yes, certified)
 Aligned comp, performance management and reporting/metrics
 Started work on the supporting levers
 Constant communication | monitoring with dashboard reports
 Quick feedback loops, performance hotline, adjusted course as needed
 Transitioned leaders to take ownership and accountability
 Top-down, C-level support was critical.

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Case Example

Some Results
 Reduced average ramp-up time to minimum acceptable performance for newly-
hired/trained reps from 6 months to 3
 Increased average purchase from $156K to $167K
 Reduced turnover from 44% to 28% (new hire one-year from 78% to 24%)
 Increased size of “top producer” performers from 9% to 14%
 Increased New Customer “Stick Rate” (stat not available)
 Decreased “order” processing time by 16%
 Improved order pull-through from 47% to 54%

But most importantly…
$398MM Increase in Revenue  $9.9MM Increase in Net Profit  400% Training ROI

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Case Example

Real-World Tips & “Gotchas” From This Case
 Analysis of traits, habits, skills and practices of carefully selected Top, Middle and
Low Performers
– Validate performer status closely: Especially rule out “inherited a great territory” and
other factors that mask “earned” top-producer status
 Methods: Individual Interviews | Multiple Surveys | Focus Groups | Observations
– You must see what they’re doing!
 Insert the Voice of the Customer – whenever possible: talk to them and listen!
 Be ruthless on process reviews. Streamline!
 Forget “sales experience.” Assess & Hire | Train & Develop
 Listen most closely to the real top producers, those moving up steadily, and
superstar new hires who leap out of the gate
 Agree on what success looks like, with executives, upfront, and how it will be
measured.

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Thanks for Reading!

Next up: Helpful Resources

Mike Kunkle

Appendix
 Helpful Resources 

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. .

Aligning Performance Levers For
Breakthrough Sales Results
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Helpful Resources .

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Analysis
 http://amzn.to/AnalyzingPerformanceProblems
 http://amzn.to/AnalysisImprovingPerformance
 http://bit.ly/FirstThingsFast
 http://www.nwlink.com/~donclark/analysis/analysis.html
 http://en.wikipedia.org/wiki/Human_performance_technology
 http://www.pignc-ispi.com/articles/Vol42_05_08.pdf
 http://www.ue295.com/xtranet/html/timeline/harless.html

66

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Helpful Resources .

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Selection | Psychometric Assessments
For those interested in further exploring assessments, you’re at the right
place. Here are some non-partisan, educational resources:
 http://www.uniformguidelines.com/index.html
 http://wdr.doleta.gov/opr/FULLTEXT/99-testassess.pdf
 http://www.shrm.org/about/foundation/research/Documents/assessmen
t_methods.pdf
 http://rocket-hire.com
And the assessment company I obviously recommend:
 http://www.profilesinternational.com
A Fun, True Story: I started in Feb 2011 at my current company. They didn’t just want me to
just “pick” Profiles, based on my past experience, without additional due diligence. So we
reviewed 8 vendors, ruled 5 out after an interview and review of methodology. We did 3
RFPs, 3 presentations, and a second presentation with the final 2 vendors. Our 5-person
committee unanimously selected Profiles International.
67

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Helpful Resources .

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Performance Improvement
 http://bit.ly/Wallace6Pack
 http://bit.ly/BusinessProcessChange
 http://bit.ly/PerformanceConsultantsFieldbook
 http://amzn.to/HandbookImprovingPerformance
 http://amzn.to/HumanCompetence
 http://amzn.to/WhiteSpaceRevisited
 http://amzn.to/CompensatingTheSalesForce
 http://amzn.to/MgtPerformanceImprovementPlans
 http://amzn.to/TrainingAintPerformance
 http://amzn.to/FundamentalsPerformanceTechnology
 http://amzn.to/HandbookHPT
 http://amzn.to/HandbookHPT2
 http://amzn.to/SeriousPerformanceConsulting
 http://amzn.to/PerformanceArchitecture

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Helpful Resources .

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Best Practices
 http://amzn.to/MakingTheNumber ~ http://www.makingthenumber.com
 http://bit.ly/BestPracticeKnowledgeManagement
 http://bit.ly/IdentifyingOrgBestPractices
 http://www.csoinsights.com/sales-research-data
 http://www.csoinsights.com/Topics/Sales-Process-Best-Practices
 http://slidesha.re/BestPracticesWorldClassSales

Sales Best Practices Research
 http://www.achieveglobal.com/resources/?cat=1
 http://www.millerheiman.com/research_center/sales_best_practices_study/i
ndex.html
 http://www.huthwaite.com/en/Resource%20Center/Whitepapers.aspx
 https://sec.executiveboard.com/Public/Default.aspx
 http://www.salesbenchmarkindex.com
 http://salesmanagement.org
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Helpful Resources .

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Sales & Sales Management Training
 http://www.scribd.com/doc/46526471/Basic-Instructional-Design-Principles
 http://www.esresearch.com
 http://bit.ly/MagerSixPack
 http://bit.ly/EvidencedBasedTraining
 http://bit.ly/JobAidsPerformanceSupport
 http://amzn.to/BeyondTransfer
 http://amzn.to/TheFourLevels
 http://amzn.to/MeasureTrainingResults
 http://www.ecsellinstitute.com/6-pillars-philosophy

70

2011 CLIENT SUMMIT
Building Organizations with Strategic Sustainability

Thanks for Reading!
Let’s get connected and share ideas.
Mike Kunkle
http://about.me/mike_kunkle

mike_kunkle@mindspring.com 214.494.9950
mike.kunkle@inspherehq.com 817.255.3213

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