Our task as CDFIs is to deploy our loan capital as effectively and quickly as possible to meet the needs of the community. "Sales" is not a bad word in nonprofits, because you are working to make capital access equal for all. Learn how you can implement this within your own organization.

1. Creating a Sales Culture for
Your Mission-Driven CDFI
August 22, 2013
Jason Friedman * Leslie Hoffman
Catherine Meyrat * Barbara Eckblad

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2

3. The Friedman Associates Team Approach
We grow organizations
thoughtfully and
sustainably.
We help you maximize
your impact now for
long-term results.
3

4. Friedman Associates
• Mission: inspire nonprofit leaders to achieve their
vision for the entrepreneurs and communities they
serve - and demonstrate the results that lead to
increased funding and long-term success.
• Build Strong and Sustainable CDFIs:
 Assess and Strengthen Loan Fund Operations
 Improve Effectiveness and Impact of Development Services
 Prepare CDFIs for CARS™ Assessment
 Develop KPIs and systems to demonstrate impact
 Strategic Planning
 Board Development
 Market Research
 Preparation of CDFI applications
4

5. Today’s Panel
Jason Friedman
Moderator
Leslie Hoffman
Co-moderator &
Panelist
Barbara Eckblad
Panelist
Catherine Meyrat
Panelist
5

6. Today’s Agenda
Foundational Concepts of Mission-Driven Sales
 What is mission-driven sales?
 Why is it important?
 Developing a mission-driven culture
 Measuring and monitoring progress
 Q&A
 Next Steps
6

7. What Is Mission-Driven Sales?
Impact
Value
Action
7

8. Why Mission-Driven Sales?
8

9. Be Better, Do Better
9

10. Who’s Using a Mission-Driven
Sales Approach?
 Accion Texas, San Antonio TX
 Accion New Mexico – Arizona – Colorado,
Albuquerque NM
 Opportunity Fund, San Jose CA
10

11. A Snapshot of the CDFI Landscape
Demand
• Grew in the fourth quarter of 2012
Originations
• Remain strong
Outlook
• Strong demand is expected to continue
Source: OFN Q4 2012 Market Conditions Report
11

12. Market Research = Product Roadmap
12

13. What Does This All Mean?
Demand Focus Impact
13

14. Your Cultural View of Sales
20% Positive
21% Negative
59% Neutral
14

15. Have You Discussed Sales Culture?
Total: 43% No
Neutral Opinion:
47% No
Negative
Opinion:
52% No
15

16. Who Is Behind or Far From Goal?
39% of full group
43% of those with a neutral
sales view
37% of those with a positive
sales view
31% of those with a negative
sales view
16

17. Mission-Driven = Values-Based
17

18. Explore Your Values
PASSION
Leads with energy, humility, joy and
fun.
Tenaciously overcomes obstacles.
PIONEERING SPIRIT
Actively recognizes and rewards
innovation.
Embraces change with agility and
humor.
INTEGRITY
Exemplifies ACCION values.
Builds trust by continually exhibiting
honesty and respect.
EXCELLENCE
Consistently seeks opportunity for
improvement.
Enthusiastically strives to exceed
expectations.
ACCOUNTABILITY
Holds oneself and others accountable
for behavior, actions and results.
Seeks and embraces feedback.
New Mexico-Arizona-Colorado
Full list available at
www.accionnm.org. 18

19. Elevating Values-Based Behavior
Volume Values
19

20. Developing a mission-driven
sales culture
20

21. Explore Team Attitudes and
Resources
Board
Senior
Management
Staff
21

22. Board of Directors
• Your Board of Directors
need to be integrated into
your work in building your
mission-driven sales
culture.
• They should participate in
the process of developing
your core organizational
values.
22

23. Senior Management
• Senior leadership may also have
varied attitudes toward moving
to mission-driven sales.
• Success = taking time for
dialogue, so senior leaders have
consensus and unanimity about
direction and the core values on
which you will base your CDFI’s
decisions.
• With consensus and unanimity,
senior managers will successfully
convey, first the WHY of what
you are working toward, and
then, the HOW and the WHO.
23

24. Staff
• Achieving organization-wide
integration includes helping
each staff member understand
that they are a member of the
team and that they have a
specific and important role to
play on the team.
• Educating staff on the WHY and
the HOW and the WHO allows
for staff to build their
understanding and better allow
them to embrace the success.
24

25. What’s Your Bus Look Like?
25

26. Job Skills
• Job skills is a broad concept which
goes beyond narrowly-construed
work skills that an employee has to
succeed at their job.
• It includes personality traits and
talents.
• We know that the personality traits
of your front-facing folks, the sales
people, tend to be different from
those of back-office operations
folks, even though both may have
strong job skills in accounting, for
instance.
26

27. Trust Is The Glue
Shared
Values
Good
Communication
Trust
27

28. Great communications strategies
• Make sure that folks whose job responsibilities depend
on each other have open channels of communication.
• This creates opportunities for growth in knowing the
truth of other's work, their ability to do that work and
the strength of their skills as well as the strength of
their co-commitment to the core values of the
organization.
• Expect and allow only direct conversation – direct
communication. About challenging issues or problems
that arise on any given day, and that need solutions.
28

29. Motivate!
29

30. Tips on Sales Team Motivation
• Clear & visible
• Team and individualGoals
• Victories, big and small
• Learning from mistakes
as well as from success
Celebration
• Provide perspective and
affirmation
• Speak the truth
Leadership
30

31. Compensation Considerations
 Integrating goals with compensation can be
effective and should be carefully considered.
 Variable compensation can help staff align their
tactics with organizational goals.
 Variable compensation can be a recruitment tool
but is not a retention tool.
31

32. How Do You Measure and
Monitor Progress?
32

33. Measure Actions and Outcomes
What outcomes does
your organization want?
Do you measure them?
Where are the gaps?
33

34. The Power of Key Performance
Indicators
Clear
monthly
goal for
loan
originations
Loan
conversion
rate?
Best kinds
of leads
that
generate
closed
loans?
Number of
leads are
needed to
generate
one closed
loan?
34

35. Driving Client Outcomes
Improve staff
response time
Improve portfolio
performance at the
loan officer level
Improve client
outreach
35

36. Tips on Communicating Sales Goals
 Communicate clearly why
metrics are important and
how they will help the
organization
 Include in job description
 Have monthly discussions
to share best practices
36

37. Measurement and Monitoring
Data
Measure
Impact
Manage
37

38. Sales Management Systems
38

39. Next Steps
Take stock of
your values
and impact.
Assess team
resources.
Mobilize with
clear goals, a
coordinated
team
approach, and
positive
leadership.
39

40. And Here’s How We Can Help
 Assessment of current loan fund operations and
performance.
 Analysis of current staff functions and corporate
performance goals.
 Facilitate re-assessment of organizational values,
position descriptions and intra-office
communication and workflows.
 Develop KPIs and design data collection systems.
 On-site staff training and coaching.
40

41. Let’s Take Your Questions
41

42. Additional Resources
• FIELD forum Issue 23: The Organizational Foundations
of Sustainability (2009) on ACCION New Mexico-Arizona-
Colorado
http://fieldus.org/Publications/FieldForum23.pdf
• Dollars for Dreams: Scaling Microlending in the United
States (2010)
• http://fieldus.org/Publications/DollarsForDreams.pdf
• Good to Great: Why Some Companies Make the
Leap and Others Don’t, J. Collins (2001)
• Built on Values: Creating an Enviable Culture that
Outperforms the Competition, A. Rhoades (2012)
42

43. Additional Resources
1. Myers-Briggs Foundation: www.myersbriggs.org
2. StrengthFinder 2.0: (c) 2007 Gallup, Inc.
3. CISS (Campbell Interest and Skills Survey), (c)
1994 David Campbell, Ph.D.
4. BarOn Emotional Quotient Inventory: Rowen
Bar-On, Ph.D.
5. Career Anchors; Discover Your Real Values,
Edgar H. Schein, www.careeranchorsonline.com
6. Management Tasks, Responsibilities, Practices,
Peter Drucker
43

44. Thank you!
Contact us:
319-341-3556
jasonj@friedmanassociates.net
www.friedmanassociates.net