Developing Successful Sales Manager

Basics

A variety of principles, systems, tools and skills are required to develop and retain quality Sales Manager. This section describes a system for developing Sales Manager that provides structure and discipline for new Sales Manager in the daily tasks of starting their careers. As Sales Manager progress through the formal training program, they should grow into highly skilled, thoroughly trained, professional established Sales Manager. While many of the elements of this system are required for all new Sales Manager in the Company, the Office Head retains the flexibility needed to adapt to individual needs, desires and backgrounds. This fact dramatically improves the chance of success. A principle objective for every Office is to obtain consistent First Year Commission, premium growth and persistency. The Company's Five Drivers must be: First year commissions Growth, Recruitment, Number of SM man month, SM Retention, and Case Rate. Successful Offices build on an approach that combines consistency in the attainment of improvement in these five drivers. Here are some of the important principles that characterize the thinking of Partners who have built outstanding records in developing successful Sales Manager: While some people appointed will fail no matter what is done and some will succeed no matter what is done, there is a majority who would otherwise fail but can be successful with management's help. Development efforts should be aimed at two closely related goals: Recruiting and retaining Sales Managers and enabling them to become Successful sales managers A close, and continuous working relationship between the SM and his/her partner/Associate partner is essential in the early days. The self-motivated person is the exception rather than the rule. Sales Manager' success patterns can generally be determined in the first six months of their careers. The SM is not going to exercise the work ethic, nor demonstrate the ability required for being successful, if the supervisor is not going to handhold these people properly (if not launched properly)

Development Activity

The primary reasons for SM being failure are selection errors and/or poor development. Although both selection and development errors will occur, the Partner is responsible for correcting problems and improving retention. Therefore, it is critical that the sales manager, under the careful supervision

of the Partner, evaluate the initial personal development activity for the new joiners. Development activity includes the standard 60 days of skill builder, weekly PRPs, weekly demonstration and observation on recruitment (min 4 a week) and Initial screening (2 in a week). Development time must be given high priority, as it is the responsibility of the Supervisor to develop each new recruit, whether he/she is new to the industry or a Professional Experienced sales guy. The supervisor assesses the new Sales Manager' development needs each week during the Weekly PRP. From the SM performance guide, wherein he should understand the SMs operating market (the market segment he has covered so far for his recruitment, the number of nominators generated every week, geographical distribution of his nominators and COIs, the no. of qualified names collected, script understanding etc) From this, the SMs development needs are identified (i.e. Low number of name generated, Nominators from the same area, low number of face contacts, unaware on scripts.etc). When completed, the development activity is recorded on the development folder to be discussed during the next PRP NOTE: At any time or development session, additional needs may be identified and entered into the development folder to be scheduled and recorded. It is not necessary to wait for the next PRP. This analysis and assignment must be continuous and is to be carried out for the first two month.

Various Methods

The route to success varies from person to person. Therefore, the partner must design training and supervision that becomes more appropriate as the SM grows in skill and knowledge. The Supervisor must establish initial standards of performance for the Offices that are at least as rigorous as the standards established by the Company. These should be reviewed and adjusted as Sales Manager progress in the business. For example, each new SMs should have clearly defined: Weekly activity standards for name gathering from different controllable sources and prospecting activities; telephone activity, number of openers and number of Initial screening, administration and evaluation of P200. Note that follow-through in the PRP is essential to ensure that these objectives are met.

The fundamental needs

The following needs are fundamental to Sales Manager: 1. Belief A strong belief in life insurance and the value it provides to the community. 2. Prospecting Methods and Habits

The SMs must have prospects (COI/Nominators) to call on and ways of maintaining a continuous supply of names within his/her markets. An SM must be able to get in front of enough prospects to survive in the insurance business during the early years. 3. Planning and Work Habits The SMs must develop a consistent activity pattern, with sufficient daytime activity that will produce an adequate number of prospects and Recruits. 4. Knowledge on Scripts The SMs needs to know the recruitment scripts and objection handling. 5. Relationship Building Building relationships with a consistent plan of cultivating them and networking helps create the controllable sources of name generation Generally speaking, the more an SM meets with his/her nominators and COIs, the closer they become more they will help. (The success on recruiting thus falls on how many Nominators and COIs one has generated and how frequent he/she is in touch with these people) 9. Self-Management Some people seem to start work early and get a lot accomplished while others have difficulty getting all their tasks accomplished. The real reason this occurs must be addressed and may include the following: Lack of belief in life insurance Lack of organization Poor work and prospecting habits

Prospecting Methods and Habits

Lack of proper prospecting is the single largest reason for SM failure. Most Sales Manager who fails does so because they did not learn to prospect. They all must turn prospecting into a consistent system, which becomes a habit. Who are Prospects? Qualified prospects are people who: Have a financial need. Socially acceptable Can pass the eligibility criteria.

Market segmentation

Sales Manager needs to have their own efforts channeled into the best market so they can concentrate their efforts. A market segment is any group of people with different demographic, need profession characteristics. Targeting helps Sales Manager recruit because when the SM is familiar with the needs of prospective Nominator within a target market, those prospective nominators are more receptive. Both parties are more comfortable, and communication and understanding flourish. The SM is better able to uncover the prospect database. Prospects will also be more likely to refer the SM to other people in the same market. Sales Manager should be encouraged to target the market in which they would like to work. Normally, new Sales Manager will be guided into calling on the people in their Identifying Your Natural Market book for referred leads and/or developing them into Centers of Influence. The Recruiter and the partner should develop a marketing plan to guide the new SM to a fast start. Using Demographics

Many Partners use demographic information supplied to them to assist new Sales Manager in finding their most productive early market, i.e. a specific identifiable group of people (geographic, occupational or other) for prospecting or recruiting activities. For example, if a new recruit has had five years experience selling medical supplies to doctors and hospitals and knows the demographics of the area in which he/she lives, the medical primary and secondary level could be a great market. The primary level would be medical professionals (Doctors), and the secondary, their support staff (i.e. Lab and Xray technicians, hospital administrators, nurses, etc.).

Referred Leads

Referred leads are the backbone of an SMs existence. By asking for referred leads, Sales Manager can direct and expand their markets. Sales Manager must be encouraged to modify their referred lead "talk" by adding a phrase defining their market to a specific identifiable group of people (geographic, occupational or other) for prospecting or recruiting activities (e.g. "Who do you know in the medical market who just bought a new home, etc.? Who is the best hospital administrator you know? Who is the last nurse you know that got married?") As the new SM calls on these people and requests more referrals, his/her penetration into this market is improved, since the referred leads are likely to be in the same market.

Basic Prospecting

Friends and acquaintances will be the strongest early prospecting source for new Sales Manager. These are people they know well. Therefore, they don't have to sell themselves to these people. Keep in mind that it is inadvisable to allow new Sales Manager to use this source to the exclusion of prospecting. Not only will they quickly run out of prospects, they will have failed to master the art of prospecting.

Family

Family is important. Sales Manager should be encouraged to call on members of their own families, primarily to ask for referrals to people in their market .Use the family Tree.

Centers of Influence

One of the outcomes of a consistent referred lead program is the development of many Centers of Influence. Sales Manager should have more than two or three Centers of Influence but several pages of them. A Center of Influence is one who: Repeatedly gives an SM quality leads. Is known and respected. Believes in life insurance. Wants to see the SM succeed. Will help with personal or written introductions. The more often the SM asks a person for referred leads, the sooner that person will become developed into a Center of Influence. Good candidates for Centers of Influence are: Family members. Clients from his/her earlier business.

 Bankers. Friends etc.

Personal Observation

Personal Observation can be as undirected as thinking about the people you know, noticing new businesses opening up, or reading the newspaper. It can also be directed, as in having lunch with a friend who is a employee at a bank near by, then striking up conversations with his/her friends. It can be paying attention while shopping or attending organization or religious meetings.

Lists of database

Some Sales Manager get lists of names either by purchasing them from approved sources, or getting a list from a friend. Although lists are not as good a source as qualified individual referred leads (uncontrollable sources), they are still very useful in expanding or redirecting an SMs market.

Social Contacts

Many Sales Manager develop nests from a former career, organizations in which they work, or sports/club Contacts. These are people with some similarities, and they usually know each other. Prospecting Habits of Successful Sales Manager Successful Sales Manager regularly: 1. Secure at least three referred leads with each meeting with the nominator/COI. 2. Always get family information (parents, brothers, sisters) and qualify relatives as potential prospects. 3. Secure referrals in occupational and organizational markets. 4. Use "coffee breaks" and lunch appointments to open new recruitment cases and secure referrals on a daily basis. 5. Contact personal observation on the spot as they are seen.

Successful Actions

Enthusiasm and a desire to succeed are critical to success as an SM. It is important to keep rekindling an SMs enthusiasm and belief, as well as maintain and channel a desire for success. People enjoy being around positive people. These are people who look for "what's right" instead of "what's wrong." Those Sales Manager who expect good things to happen to them are often happier and that, in it, often puts Sales Manager in the position to benefit from their hard work. Moral and ethical conduct must be maintained in the daily activities of the business. Ethics must be taught because the correct course to follow isn't always clear. The partner should never assume that Sales Manager know the correct course to follow. They must regularly teach correct principles and review SM practices and transactions to make sure standards are being followed. When problems occur, the partner must immediately take corrective action to prevent further problems for the SM Ethics cannot be learned from a single class or periodic session; they must be part of an ongoing dialogue between the partner and all Sales Manager in an office. Few Sales Manager will risk dishonest behavior in a GO where the

partner holds itself to the highest possible standard in the conduct of his or her own daily business. It is the Partner who should lead by example to instill a sense of moral obligation for all to follow proper business practices. Whether it is an issue of ethics with clients or in conflicts with fellow Sales Manager, the Partner, with the assistance of the SMs, AP must supervise the SM in following Company and regulatory Agency's rules and codes of conduct. In connection with this responsibility, the Partner must consistently review General Office reports regularly.

Development Methods

Identifying development needs Recommending SM development (FOD) to fill the need Planning future work activity Identifying fear and anxiety Reassessing the SMs belief in life insurance With a new SM, a PRP may consist of his recruitment activity PRP to review the Results of the last week and develop plans for the coming week, followed by monthly review of goals (Based on his/her goal setting). In the first six month of an SMs career, the PRP should be held weekly with monthly Review on his goals During an SMs 7th month, the PRP should be held every other week. Activity numbers and Recruitment results are used to diagnose the SMs development needs. The major problem areas preventing growth and their possible solutions are: Lack of communication skill Possible Solution: IID on recruitment scripts, answers to objections and FOD to ensure the lesson was learned. Lack of Names Possible Solution: IID on Market segmentation, Family tree, drill on the magic questions and answers to objections and FOD for confirmation. Self-defeating beliefs Possible Solution: Although this problem should have been evident in the selection process, if it was missed at that time, it must be dealt with immediately and decisively once identified. If a belief in life insurance cannot be instilled through IIDs with his/her Manager, the Partner or an established SM, it may be best to help them find a career in which they believe. Lack of knowledge on conducting IS/P200 Possible Solution: IID and demonstration on the same. Lack of good work habits Possible Solution: IID and FOD must immediately be instituted to make prospecting a habit. If the SM has the ability, but not the desire to perform the necessary work activities, it is best to suggest or institute a career change. There is little difference in the results between an SM who does not have the ability and one who does not have the desire to make prospecting a habit. Lack of self-management

Possible Solution: IID to discover the root of the problem. Is it belief in life insurance or poor habits? IID and FOD are appropriate for habits and sometimes belief.

The Weekly PRP: Objectives

The major objectives of the PRP are to stimulate Sales Manager to plan and carry out a sound pattern of prospecting activity and, in the process, to develop work habits and profitable markets of people to engage in prospecting or recruiting activities that will lead to long-term success. Initially, Sales Manager must perform activities at a pre-defined level. However, as the SM progresses, it is expected that his/her supervisor will analyze the SMs activity and show the SM the activity level he/she personally needs to meet his/her objectives. This, in turn, becomes the basis for planning future required work activity. The key is to manage activity -- not results. Sales Manager cannot control whether prospects join the system -- and they must never try to force prospects to join -- but they have total control over securing more names, calling more prospects and improving their recruitment skills...all of which will result in better performance over time. PRPs identify knowledge and skill needs that may be met through IID or FOD at another time. Often a scenario will exist in which the PRP indicates that a skill is needed, such as collecting names from the COI through magic questions or trigger questions. An IID will be scheduled for a Manager or another SM to demonstrate and drill on the proper technique. Next, the supervisor may go into the field with the SM for FOD to observe if the SM has learned the new skill and is using the new skill level in practice. The observation may indicate that further development is needed. Possibly another IID should be scheduled with the SM. The PRP is the key in this process. Sales Manager may, during the PRP, react defensively if the results or activity of that week were disappointing. In such cases, the Manager should draw the SM out with the use of probing questions and get to the underlying reason for the defense mechanism. The SM must learn that the relationship between SM and Manager is critical to his/her development and success in this business. Therefore, openness and truthfulness are necessary.

The Weekly PRP: Preparation

To prepare a new SM for a valuable PRP, three topics must be discussed: 1. Number of Nominators and COIs generated 2. Number of Qualified names gathered 3. Number of IS/P200 evaluated

Each of these steps must be reinforced in the early PRPs. Do not expect a one-time explanation to be sufficient. Review each topic in detail as a normal part of the PRP until you are satisfied that the SM fully understands them. The following is a checklist of ways to prepare for the PRP and items to cover in the actual Session. 1. Set a regular time schedule: Establish a pattern concerning the time for the PRP. If at all possible, it should be conducted at the same time every week. Only in an emergency should the time of a scheduled PRP be changed. Normally, it should last 45 to 50 minutes. PRP should be scheduled to allow 15 minutes between PRP for completing records and preparing for the next PRP. 2. Set the stage: The PRP should generally be held behind closed doors with no one else present except the supervisor and the SM. No phone calls! No interruptions! The SM deserves the Manager's full attention during this time. 3. Prepare: The supervisor should know as much as possible about the SMs activity. Review (in advance) reports of: Performance of the recruitment activity done Number of nominators/COIs developed during the past week Names generated Number of IS Other activities like P.O etc

Additional Ideas for Conducting an Effective PRP

1. Start on a positive note by noting something good from the previous week, such as: Good number of names generated Good Number of IS done Good week of work effort Good prospecting activity Because the PRP begins on a high note and the Manager critiques the two most important improvement opportunities and closes the PRP with positive directions, the SM is more receptive to ongoing development. This "Burger" technique allows the relationship between SM and Manager to grow. 2. Check attitude and belief by asking, "How do you feel about last week?" 3. If the SM has not done enough initial screening, begin the discussion by looking at field activity. Review the RTW sheets, with inquiries about each day's work in detail. Probe, redefine terms, and verify. Question before you critique. 4. The more thoroughly the SMs work effort is covered, the more accurate the reports become. It is important to verify the activity by reviewing the SMs Plan and blue Book, and questioning the activity definitions each and every week. In time, Sales Manager will spend additional time each week to get results on activities they know will be monitored. Include a review of the RTW sheets/Blue Book.

5. SMs plan should be in writing. Once the past week's activity has been reviewed and discussed in detail, plans for the coming week should be examined and discussed. The Plan &blue book should be used as a basis for this discussion. Sales Manager should be trained to plan the Majority of their time. This is critical. They need to know where they are going and whom they will see. If there are large gaps of time with no definite appointments, provide specific suggestions for using this time productively. Emphasize the importance of building an inventory of qualified prospects. 9. At least half the PRP should be spent on planning the next week. At least the end of the PRP should plan 70 percent of the SMs next week. Sales Manager must know where they are going! Even the best new Sales Manager may find it difficult to consistently qualify a sufficient number of names to meet the daily/weekly standards. The supervisor needs to be thoroughly proficient with the process of name gathering, prospecting and developing markets to help the SM through these periods. It isn't enough to identify a problem during the PRP. The Manager must have specific suggestions and plans to help the SM overcome difficulties. 10. The partner should be aware of the new SM launch process and the training one has to go through. 12. Avoid diversions. The PRP is the single most important hour in an SMs week because its the place and time where the SM can get solutions to his/her problems. Treat it as such by refusing to be interrupted by phone calls or other distractions. If the supervisor treats the PRP lightly, the SM will come to regard it as unimportant. Stay on track and give top priority to the PRP's main purposes: Supervising the SM and developing proper planning and work habits. The main goal is to enable the SM to prospect effectively and recruits to increase the Agent man month. Inevitably, questions concerning sources and recruitment techniques will arise during these PRPs. If they can be answered simply and quickly, there is no reason to defer them. The danger, however, is that any extended discussion in the knowledge and skills area will defeat the main purpose of the PRP. Therefore, decide on a specific time and method to deal with the question outside of the time that is allotted to the PRP. Planning regular IID and FOD every month makes it easy to say, "This is a great topic to work on in your IID with me tomorrow," . 13. Review the SM Activity Report (RTW, Blue book) for trend, performance against standard, objectives and ratios.

Individual Instruction and Drill

The GID is the most efficient method of delivering training to a large number of Sales Manager; IID is the most effective. Working one-on-one with a supervisor allows the SM to ask all questions needed to fully grasp and master a topic, as well as to make sure the SM knows how to implement the training in his/her Recruitment activity. In addition, questions are always most meaningful when they concern actual prospects that the SM needs to see.

The "drop by" question is the easiest way for an SM to request help, but many situations requires a formal appointment. IIDs should be scheduled proactively. The supervisor can schedule them during the PRP, by the partner during the Monthly Planning session, or at an SMs request. Once a topic is identified, the individual who will conduct the IID should contact the SM to gain a clearer picture of the training needs involved. It may be wise to give the SM an assignment to complete prior to the IID so he/she comes prepared with basic information. This allows the participants to focus on the specifics of the case, rather than on basic concepts. The goal of an IID session is to equip the SM with the skills and procedures required to complete a task, whether it is telephonic appointments, asking trigger questions. If a number of Sales Manager have the same development need, the partner might consider forming a three-on-one (triad) or study group, under the direction of one team member, to accomplish the same purpose as the IID session. An alternative would be to conduct a subsequent GID on the topic. Planning is Key Each IID session must be planned to achieve a specific objective and limited to one subject. Some strategies include: Break down whatever is to be taught List important steps Give pre-meeting assignments to the SM, as appropriate Select key points ("How to," special timing and accuracy are key points) Get everything ready Have the right materials and supplies Put the SM at ease Find out what is already known about the subject Review pre-meeting assignments for completion and understanding Motivate the SM to want to learn more or improve a skill Introduce the SM to any materials, manuals, or training guides that can be used as a reference during and after the meeting Present the material Tell, show and illustrate or demonstrate one step at a time Stress each key point Instruct clearly, completely and patiently, but limit the lesson to what the SM can master during the time allotted Get feedback. Answer questions and review until the SM is satisfied Have the SM restate what he/she has learned Have the SM do the work or make the presentation. Correct errors constructively Have the SM explain each key point to you Make sure the SM understands Redefine terms Ask questions until it's clear the SM understands the material Continue drill until it is apparent the SM knows what he/she can do well

 Assign post-meeting assignments and follow-up

Observation
A new SM must be given the personalized initial training the partner has determined will best fill his/her needs in getting off to a fast, solid start. Telling someone what they should do is not nearly as effective as showing them how to do it and why. Watching them complete a session is a far more effective means of diagnosing training needs than listening to them tells you what they believe they did. Don't miss a step of the recruitment, from prospecting to administration and evaluation of P200. After the early FOD, field time should be directed to the need that is most immediate. If it is Nominator call, observe two or three sessions. If initial screening is a need, observe a IS sessions.

Individual Plans
When Sales Manager complete their fourth week and toward the end of each month, the partner should know--. Is the new SM on track on REWARDS and RECOGNITION? The recruitment achiever? In developing individual plans, remember that the ultimate purpose of the development effort is to retain Sales Manager by bringing them up to the maximum level of competence in production, income and job satisfaction, based on their capabilities. The partner needs to periodically examine how best to invest its collective time in helping the Sales Manager in the office achieve their maximum potential. At each RTW review session (the RTW can be reviewed every other day, not Monday as it is the data downloading session form all SM collectively), every new SMs development records should be reviewed, comparing the results to the goals in order to determine whether plans are carried out,

GOLD Standards for Developing Successful Sales Manager

Review the SMs RTW sheet and blue book daily Build retention by building relationships. Criticize rarely and privately. Praise often and publicly. Sales Manager leave jobs, but stay with careers. Build a positive environment with winning Sales Manager. Keep accurate and current development records. These are important for two reasons: Assist the Recruiter in helping the SM focus on the areas in which he/she is most profitable, and help identify and change poor habits. Document the time various management personnel spend in training and developing an SM in the event that this becomes an issue in the future.