"I had the opportunity to use the Partners In Leadership Accountability Training twice in my career. The first time was as a team member on a high performing team of sales reps in Central California. We consistently applied this for several years to all of our projects. Of the ten people on that team, nine of the reps were all promoted to district manager within that two-year period and our district manager began his climb from district sales manager to regional to cross-functional teams all the way to vice president of sales and marketing. Others on the team also went into regional leadership in sales or account management. You can find these people now in other companies as executive vice presidents and senior leaders. While I continued to use this for myself, the second time I applied the training was with my team as a district sales manager...Over the course of 6 months, our market share for our currently marketed drugs grew... It was a very good year for the region."
The Accountability Training is successfully implemented by sales organizations all over the world and in every industry imaginable. Here are some successful client applications:
- Supported the successful launch of a new pharmaceutical product, which became the single most effective product launch in the history of the client resulting in one of the top performing drugs in the world.
- Developed the leadership effectiveness of Area and District managers in their work with local sales representatives to support sales organization goals and objectives. Improved coaching, feedback and follow-through resulted in exceeding budgeted sales targets for the year.
- Improved sell-through, margins and top-line sales in geographically dispersed retail sales organization. Created buy-in to point-of-sales procedures with front-line sales representatives, resulting in the turnaround of top-line revenue growth and overall organizational performance.
- Created greater ownership for client results with contract sales representatives in one of the largest ‘for hire' sales organizations in the world. Supported urgent timelines for the hiring and training objectives of the organization.
- Energized the organization with a heightened sense of personal accountability in an OEM sales organization to achieve 15% growth (double the rate of the growth of the market). Achieved the 15% growth target early, then raised the goal to 25% for the same period and exceeded that.
National Sales Meetings
Partners In Leadership maintains a database of over 200 senior executive references who are willing to talk with prospective clients about the results they obtained with the Accountability Training Services. Clients return again and again and continue to rely on Partners In Leadership's services as they move to new organizations or are promoted to greater responsibilities—a sure sign of the significant positive impact of the Accountability Training and the sustainability of the content and approach.
Partners In Leadership provides a high-energy and engaging approach to motivating and training the sales organization in the National Sales Meeting setting. They are frequently the keynote presentation and also offer customized breakout training sessions. Presentations and workshops are customized to meet the objectives of the meeting and to align with the theme of the conference. Partners In Leadership speakers and trainers will address the topics assigned and integrate the concepts of accountability into the flow of the meeting.
The Partners In Leadership Accountability Training accelerates a team's journey to superior, sustainable performance and helps Sales organizations:
Partners In Leadership provides a high-energy and engaging approach to motivating and training the sales organization in the National Sales Meeting setting. They are frequently the keynote presentation and also offer customized breakout training sessions. Presentations and workshops are customized to meet the objectives of the meeting and to align with the theme of the conference. Partners In Leadership speakers and trainers will address the topics assigned and integrate the concepts of accountability into the flow of the meeting.
The Partners In Leadership Accountability Training accelerates a team's journey to superior, sustainable performance and helps Sales organizations:
- Motivate team members to take even more accountability for overcoming obstacles and achieving their sales goals and objectives
- Create a Culture of Accountability® where people stay focused on organizational priorities
- Eliminate The Blame Game and Below The Line® behavior
- Improve the effectiveness of leaders to help their teams work Above The Line®
- Create greater individual ownership for strategic organizational initiatives
- Motivate individual team members to ask "What else I can do?" to achieve results
- Build morale throughout the sales organization
Here are some examples of the success clients have experienced using the Partners In Leadership training to create a Culture of Accountability in their sales organizations:
Search all client stories:
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The Story: At the time, Dennis Antinori was working as the Vice President of Sales for IVAC corporation (a manufacturer of medical devices that is now a part of Carefusion--a spin off from Cardinal Heath) and had trained everyone in the sales organization in the Culture Track™ Training. He and his management team anxiously awaited an upcoming national sales meeting at which the company would launch several new products.
Two months before the meeting, Dennis received word that the new products would be a full twelve months late, making it a full three-years in a row with no new products in an industry that demanded new products at least every 12 months, at least if you wanted to be a market leader. Astonished by the news, Dennis struggled with three enormous challenges: (1) how to keep himself Above The Line,® refrain from blaming the new product development people for his predicament, and work to hit his numbers without the help of new products, (2) how to help his sales management team stay Above The Line, and (3) how to assist his sales managers in keeping their sales reps committed to achieving their sales targets, and not jumping ship to another company, despite the lack of new products.
Having learned to operate Above The Line in the Self Track™ Training and viewing accountability in a new light, Dennis met with his eighteen sales managers to take a new look at their circumstances. After letting people spend some time Below The Line® in the victim cycle, listing reasons for why they felt let down by the rest of the company, Dennis consciously moved the discussion Above The Line. Viewed from Above The Line, the huge obstacles to achieving sales targets still looked formidable, but not insurmountable. Dennis asked: "Given the obstacles we face, and they are huge ones, what else can we do to rise above these circumstances and achieve the results we want and the company needs?" At first the question baffled the sales managers. "How," they asked, "do you solve a new products problem without new products?" "That's not our real problem," Dennis suggested, "The real problem is a sales problem, not a new products problem. We must accept the reality that we will receive no new products this year and that the company still needs us to hit our numbers. Assigning blame to the new product development folks won't remove our responsibility to deliver on budgeted sales." After much lengthy discussion, the team climbed Above The Line and began asking: "What else can we do to achieve this year's sales targets, despite no new products?"
In the months following this meeting Dennis Antinori and his sales management team found many new and creative ways to boost sales and meet the targets set at the beginning of the year. By year's end they not only hit their number, they turned in an outstanding performance, one of the best in the history of the company: a healthy 15 percent increase in sales over the previous year. In fact, they were acknowledged as the top performing company in the portfolio of companies owned by their parent, Lilly pharmaceuticals.
Almost a full year after hearing the announcement from R&D, Dennis gathered his sales management team and debriefed their success: "What most contributed to our sales success last year?" As he recounts: "Everyone felt that we took an Above The Line approach to the situation, wasted no time blaming new product development, and really challenged ourselves to find and implement solutions, positively rather than negatively. When the bull charged, we took it by the horns and wrestled it to the ground. We got focused, rather than frustrated, and we made it happen, despite the odds stacked against us."
How You Hit Your Numbers When There Is Nothing New To Sell...
The Results: 15% increase in sales over the previous year with no new products.
The Story: At the time, Dennis Antinori was working as the Vice President of Sales for IVAC corporation (a manufacturer of medical devices that is now a part of Carefusion--a spin off from Cardinal Heath) and had trained everyone in the sales organization in the Culture Track™ Training. He and his management team anxiously awaited an upcoming national sales meeting at which the company would launch several new products.
Two months before the meeting, Dennis received word that the new products would be a full twelve months late, making it a full three-years in a row with no new products in an industry that demanded new products at least every 12 months, at least if you wanted to be a market leader. Astonished by the news, Dennis struggled with three enormous challenges: (1) how to keep himself Above The Line,® refrain from blaming the new product development people for his predicament, and work to hit his numbers without the help of new products, (2) how to help his sales management team stay Above The Line, and (3) how to assist his sales managers in keeping their sales reps committed to achieving their sales targets, and not jumping ship to another company, despite the lack of new products.
Having learned to operate Above The Line in the Self Track™ Training and viewing accountability in a new light, Dennis met with his eighteen sales managers to take a new look at their circumstances. After letting people spend some time Below The Line® in the victim cycle, listing reasons for why they felt let down by the rest of the company, Dennis consciously moved the discussion Above The Line. Viewed from Above The Line, the huge obstacles to achieving sales targets still looked formidable, but not insurmountable. Dennis asked: "Given the obstacles we face, and they are huge ones, what else can we do to rise above these circumstances and achieve the results we want and the company needs?" At first the question baffled the sales managers. "How," they asked, "do you solve a new products problem without new products?" "That's not our real problem," Dennis suggested, "The real problem is a sales problem, not a new products problem. We must accept the reality that we will receive no new products this year and that the company still needs us to hit our numbers. Assigning blame to the new product development folks won't remove our responsibility to deliver on budgeted sales." After much lengthy discussion, the team climbed Above The Line and began asking: "What else can we do to achieve this year's sales targets, despite no new products?"
In the months following this meeting Dennis Antinori and his sales management team found many new and creative ways to boost sales and meet the targets set at the beginning of the year. By year's end they not only hit their number, they turned in an outstanding performance, one of the best in the history of the company: a healthy 15 percent increase in sales over the previous year. In fact, they were acknowledged as the top performing company in the portfolio of companies owned by their parent, Lilly pharmaceuticals.
Almost a full year after hearing the announcement from R&D, Dennis gathered his sales management team and debriefed their success: "What most contributed to our sales success last year?" As he recounts: "Everyone felt that we took an Above The Line approach to the situation, wasted no time blaming new product development, and really challenged ourselves to find and implement solutions, positively rather than negatively. When the bull charged, we took it by the horns and wrestled it to the ground. We got focused, rather than frustrated, and we made it happen, despite the odds stacked against us."
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The Story: Clint Lewis a district sales manager for one of the world's largest pharmaceutical companies assigned at the time in the Brooklyn district, found his team ranked last in the division out of fifty-seven districts. As he met with his sales reps, he heard comments like "I'm doing everything I possibly can" and "There must be something wrong with the numbers." Even Clint grew frustrated by an inability to turn the numbers around. He had picked up a copy of our bestselling book, The Oz Principle, at a local bookstore, and as he read it, he got to thinking, "Only if we can look at ourselves first will we have any chance of turning around these poor sales numbers." The book helped him to realize that by taking accountability for our own success, success will follow. Soon after, Clint began to use the Accountability Training® principles and practices from the Self Track™ Training with his team at meetings and in one-on-one sessions. The team gradually began to change their mind-set and then their approach to the business. Asking, "What else can I do?" and operating Above The Line® became their mantra.
A year later the district made marked improvement in their sales numbers and their outlook on the future! Meetings became more positive and the team more optimistic. Each successive year the team's performance dramatically improved, ultimately leading to the district's winning the top award in its division.
Over the next several years that followed, the district never finished out of the top ten in the division. During that time, Clint was promoted to regional sales manager and eventually to vice president of sales. Now, he runs one of the largest divisions for one of the largest pharmaceutical companies in the world. Clint expressed "Having successfully incorporated many of the lessons The Oz Principle within my organization, Partners In Leadership now provides a powerful road map to enable those committed to building a culture rooted in the principles of accountability to make it happen in their organization." What has also been even more meaningful for Clint is the fact that many of the original district sales representatives have since been promoted to positions of greater responsibility and leadership within the organization. "What else can I do?" still remains at the center of the culture of the Brooklyn District to this day.
From Dead Last to the Top Ten...
The Results: From last at 57th to consistently being in the top ten districts in the division.
The Story: Clint Lewis a district sales manager for one of the world's largest pharmaceutical companies assigned at the time in the Brooklyn district, found his team ranked last in the division out of fifty-seven districts. As he met with his sales reps, he heard comments like "I'm doing everything I possibly can" and "There must be something wrong with the numbers." Even Clint grew frustrated by an inability to turn the numbers around. He had picked up a copy of our bestselling book, The Oz Principle, at a local bookstore, and as he read it, he got to thinking, "Only if we can look at ourselves first will we have any chance of turning around these poor sales numbers." The book helped him to realize that by taking accountability for our own success, success will follow. Soon after, Clint began to use the Accountability Training® principles and practices from the Self Track™ Training with his team at meetings and in one-on-one sessions. The team gradually began to change their mind-set and then their approach to the business. Asking, "What else can I do?" and operating Above The Line® became their mantra.
A year later the district made marked improvement in their sales numbers and their outlook on the future! Meetings became more positive and the team more optimistic. Each successive year the team's performance dramatically improved, ultimately leading to the district's winning the top award in its division.
Over the next several years that followed, the district never finished out of the top ten in the division. During that time, Clint was promoted to regional sales manager and eventually to vice president of sales. Now, he runs one of the largest divisions for one of the largest pharmaceutical companies in the world. Clint expressed "Having successfully incorporated many of the lessons The Oz Principle within my organization, Partners In Leadership now provides a powerful road map to enable those committed to building a culture rooted in the principles of accountability to make it happen in their organization." What has also been even more meaningful for Clint is the fact that many of the original district sales representatives have since been promoted to positions of greater responsibility and leadership within the organization. "What else can I do?" still remains at the center of the culture of the Brooklyn District to this day.
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The Story: AmerisourceBergen, is one of the world's largest pharmaceutical services companies serving the United States, Canada and selected global markets and distribute 20% of all of the pharmaceuticals sold throughout the country. The sales organization faced a situation not uncommon in the business world, the loss of a significant national account to another wholesaler. His organization implemented the Accountability Training® principles and practices they learned in the Self Track™ Training to solve the problem.
Instead, dropping Below The Line® to justify the setback, by ignoring, denying, blaming, and finger pointing with rationalizations like "National accounts should of done a better job," (all typical of what would have happened in the past, they determined to stay Above The Line®, by acknowledging the reality of the situation and finding a way to get the result in spite of the setback. Realizing that there was nothing else they could do to save that key account, they chose to focus on "what else they could do" to minimize the impact that loss would have on their business. Rallying the company with a sense of ownership and accountability, the management team helped to inspire a Solve It® mentality within the organization. People at every level, began asking what else they could do to ensure results. This mentality even spread to other parts of the organization outside of sales as people came up with ways to cut costs, while others found ways to increase revenue.
Impressively, this organization set out to replace the business they knew they were going to lose before they actually lost it. With their focus on asking the accountability questions, "What else can we do?" in just the three months prior to the anticipated loss of business, they were able to replace 70% of the projected loss through the addition of 67 accounts. In this case, Amerisource was able to replace most of that loss in record time through actively applying the Self Track Training concepts.
Replacing A Key Account In Record Time...
The Results: Replaced 70% of the projected loss from a major client through the addition of 67 accounts in just three months.
The Story: AmerisourceBergen, is one of the world's largest pharmaceutical services companies serving the United States, Canada and selected global markets and distribute 20% of all of the pharmaceuticals sold throughout the country. The sales organization faced a situation not uncommon in the business world, the loss of a significant national account to another wholesaler. His organization implemented the Accountability Training® principles and practices they learned in the Self Track™ Training to solve the problem.
Instead, dropping Below The Line® to justify the setback, by ignoring, denying, blaming, and finger pointing with rationalizations like "National accounts should of done a better job," (all typical of what would have happened in the past, they determined to stay Above The Line®, by acknowledging the reality of the situation and finding a way to get the result in spite of the setback. Realizing that there was nothing else they could do to save that key account, they chose to focus on "what else they could do" to minimize the impact that loss would have on their business. Rallying the company with a sense of ownership and accountability, the management team helped to inspire a Solve It® mentality within the organization. People at every level, began asking what else they could do to ensure results. This mentality even spread to other parts of the organization outside of sales as people came up with ways to cut costs, while others found ways to increase revenue.
Impressively, this organization set out to replace the business they knew they were going to lose before they actually lost it. With their focus on asking the accountability questions, "What else can we do?" in just the three months prior to the anticipated loss of business, they were able to replace 70% of the projected loss through the addition of 67 accounts. In this case, Amerisource was able to replace most of that loss in record time through actively applying the Self Track Training concepts.
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The Story: Pfizer Inc., the world's largest research-based pharmaceutical company, used the Self Track™ Training in its sales organization to launch the drug Lipitor, which gained the reputation as the top-selling branded pharmaceutical in the world. At the time, the launch was heralded as the most successful product launch of its kind in Pfizer's 150-year history. The Accountability Training® principles are a main-stay of the Pfizer sales organization.
After seeing the results that the Self Track Training generated at their Pratt Pharmaceutical Division, Dick Reggio, then Group VP of Sales, made it a priority to create a Culture of Accountability® throughout his entire sales organization. He knew it was a critical and necessary step in the organization's process of expanding and restructuring, as the current culture would hinder them from achieving their objectives. Dick comments: "The Oz Principle has really made accountability very easy to understand and has improved our effectiveness in obvious ways. Our entire organization has not only embraced the concept but has also made it our culture to operate Above The Line. Most important, The Oz Principle made it very easy for a new representative joining the organization to quickly understand what Pfizer Pratt Pharmaceuticals is all about both in terms of our culture and how we operate as a group." The sales organization was entirely enthused with the training. One sales rep reports: "The Oz Principle Training is making a difference in my life! I didn't even wait to get home, I made a call from the bus station to request an appointment and to move from the 'wait and see' mode to 'Do It.' Thanks for implementing a great program/principle." -Sales Representative, Pratt Pharmaceuticals, A Division of Pfizer Inc.
Accountability is contagious. The success of one division spread the training to other divisions. The Senior Executive Financial Officer has trained his entire organization. The Animal Health Division has trained their entire organization, and Pfizer University implemented the training on a world-wide basis. Dick Reggio, Group Vice President, Sales comments further: "We implemented (The Self Track Training) throughout the entire organization and the results were outstanding, both from a sales standpoint, but even more importantly, from a cultural standpoint. Accountability increase at all levels and feedback became the norm rather than the exception..."
Sales had The Most Successful Product Launch In History...
The Result: Most Successful product launch in history of company.
The Story: Pfizer Inc., the world's largest research-based pharmaceutical company, used the Self Track™ Training in its sales organization to launch the drug Lipitor, which gained the reputation as the top-selling branded pharmaceutical in the world. At the time, the launch was heralded as the most successful product launch of its kind in Pfizer's 150-year history. The Accountability Training® principles are a main-stay of the Pfizer sales organization.
After seeing the results that the Self Track Training generated at their Pratt Pharmaceutical Division, Dick Reggio, then Group VP of Sales, made it a priority to create a Culture of Accountability® throughout his entire sales organization. He knew it was a critical and necessary step in the organization's process of expanding and restructuring, as the current culture would hinder them from achieving their objectives. Dick comments: "The Oz Principle has really made accountability very easy to understand and has improved our effectiveness in obvious ways. Our entire organization has not only embraced the concept but has also made it our culture to operate Above The Line. Most important, The Oz Principle made it very easy for a new representative joining the organization to quickly understand what Pfizer Pratt Pharmaceuticals is all about both in terms of our culture and how we operate as a group." The sales organization was entirely enthused with the training. One sales rep reports: "The Oz Principle Training is making a difference in my life! I didn't even wait to get home, I made a call from the bus station to request an appointment and to move from the 'wait and see' mode to 'Do It.' Thanks for implementing a great program/principle." -Sales Representative, Pratt Pharmaceuticals, A Division of Pfizer Inc.
Accountability is contagious. The success of one division spread the training to other divisions. The Senior Executive Financial Officer has trained his entire organization. The Animal Health Division has trained their entire organization, and Pfizer University implemented the training on a world-wide basis. Dick Reggio, Group Vice President, Sales comments further: "We implemented (The Self Track Training) throughout the entire organization and the results were outstanding, both from a sales standpoint, but even more importantly, from a cultural standpoint. Accountability increase at all levels and feedback became the norm rather than the exception..."
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The Story: When a major industrial products manufacturer, "BuiltWell," promoted "Dennis Jones" from director to area vice president, he took on the job of organizing an entirely new sales region. BuiltWell implemented the Self Track™ Training throughout their organization. His boss, "Jerry Snyder," expected him to get the new region up and running and achieving sales targets as soon as possible. Dennis confidently started from scratch, establishing a structure and hiring all the necessary sales reps and district managers needed to fill the new region's seven districts. With the structure in place, he established a system of accountability meant to promote success throughout the organization. But after two years, in spite of initial optimism, Dennis failed to fulfill the original plan, and for the first time in his career he fell woefully short of his boss's expectations. Jerry, disappointed with the poor results coming out of the new region, told Dennis that he needed to boost performance fast.
Dennis, using the Accountability Training® principles and practices, set to work, first bringing together his seven district managers in the same room for two days. Together the team acknowledged that their region was ranked as the lowest-performing one in the division, a fact that embarrassed them all. When Dennis showed his managers his analysis of the region's poor productivity, it inspired a frank and candid conversation about the sad state of affairs. Everyone knew that the success of the region, as well as their future careers with the company, depended on swift action. Time was running out and their jobs were on the line. With a fresh and clear understanding of "why" they needed to change, they began brainstorming ways they could improve the frequency of calling on key accounts without assigning more people to the task. As the discussion unfolded, the mood in the room changed. Instead of glumly going through the motions, the team became more and more excited about turning things around. This newfound energy helped them identify several inadequacies they needed to address quickly in order to supercharge the region's performance. They sorted the problems into three buckets: (1) changing personnel; (2) identifying the correct metrics for the sales process; and (3) improving their effectiveness with key accounts. Dennis divided the district managers into three sub teams, asking each to consider what else they could do to help the region find solutions to these problems. Each sub team worked independently to find solutions to the problems in the three buckets and then reported back with a plan on how they would communicate and implement necessary changes throughout the region.
The eventual plan, distilled from those offered by the three sub teams, included a clear definition of why they needed to change and what they needed to achieve. As a team, they established the following goals for their region: to become the number one region in the company, to place all seven districts in the top ten districts at BuiltWell, and to achieve promotions for each of the key people in the region, all within the next twelve months. The district managers, feeling personal ownership to achieve these objectives and recognizing what would happen if things did not go well, embraced the goals. After Dennis first communicated the "why," and then determined with his team the "what" and the "when," he began to see a very different team, one fully engaged and committed to the successful implementation of their regional plan.
It took a bit longer than twelve months, but Dennis's region got it done. At the annual awards banquet, with everyone decked out in tuxedos and formal gowns, Dennis accepted the President's Trophy for his region's performance as the top-producing region in the company. All seven of his region's district managers ranked in the top ten. Over time, people throughout the region won promotions to positions of greater responsibility and opportunity.
Transforming District Performance Without "More Boots on the Ground"...
The Results: All seven district managers ranked in the top ten!
The Story: When a major industrial products manufacturer, "BuiltWell," promoted "Dennis Jones" from director to area vice president, he took on the job of organizing an entirely new sales region. BuiltWell implemented the Self Track™ Training throughout their organization. His boss, "Jerry Snyder," expected him to get the new region up and running and achieving sales targets as soon as possible. Dennis confidently started from scratch, establishing a structure and hiring all the necessary sales reps and district managers needed to fill the new region's seven districts. With the structure in place, he established a system of accountability meant to promote success throughout the organization. But after two years, in spite of initial optimism, Dennis failed to fulfill the original plan, and for the first time in his career he fell woefully short of his boss's expectations. Jerry, disappointed with the poor results coming out of the new region, told Dennis that he needed to boost performance fast.
Dennis, using the Accountability Training® principles and practices, set to work, first bringing together his seven district managers in the same room for two days. Together the team acknowledged that their region was ranked as the lowest-performing one in the division, a fact that embarrassed them all. When Dennis showed his managers his analysis of the region's poor productivity, it inspired a frank and candid conversation about the sad state of affairs. Everyone knew that the success of the region, as well as their future careers with the company, depended on swift action. Time was running out and their jobs were on the line. With a fresh and clear understanding of "why" they needed to change, they began brainstorming ways they could improve the frequency of calling on key accounts without assigning more people to the task. As the discussion unfolded, the mood in the room changed. Instead of glumly going through the motions, the team became more and more excited about turning things around. This newfound energy helped them identify several inadequacies they needed to address quickly in order to supercharge the region's performance. They sorted the problems into three buckets: (1) changing personnel; (2) identifying the correct metrics for the sales process; and (3) improving their effectiveness with key accounts. Dennis divided the district managers into three sub teams, asking each to consider what else they could do to help the region find solutions to these problems. Each sub team worked independently to find solutions to the problems in the three buckets and then reported back with a plan on how they would communicate and implement necessary changes throughout the region.
The eventual plan, distilled from those offered by the three sub teams, included a clear definition of why they needed to change and what they needed to achieve. As a team, they established the following goals for their region: to become the number one region in the company, to place all seven districts in the top ten districts at BuiltWell, and to achieve promotions for each of the key people in the region, all within the next twelve months. The district managers, feeling personal ownership to achieve these objectives and recognizing what would happen if things did not go well, embraced the goals. After Dennis first communicated the "why," and then determined with his team the "what" and the "when," he began to see a very different team, one fully engaged and committed to the successful implementation of their regional plan.
It took a bit longer than twelve months, but Dennis's region got it done. At the annual awards banquet, with everyone decked out in tuxedos and formal gowns, Dennis accepted the President's Trophy for his region's performance as the top-producing region in the company. All seven of his region's district managers ranked in the top ten. Over time, people throughout the region won promotions to positions of greater responsibility and opportunity.
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The Story: Axis Dental, a division of Kerr Corporation, a Danaher company, is a company that supplies dental equipment exclusively to other distributors who, in turn, sell the products directly to dental offices. For six years, AXIS had consistently produced 33 percent compounded growth. They implemented the Self Track™ Training and the Executive Coaching Process throughout their organization. Their success made everyone feel comfortable, especially the sales force, which had grown accustomed to receiving generous commission checks. Then, almost without warning, AXIS experienced a year when sales growth plummeted to nearly zero. Perry Lowe, Axis' President, felt as though his high-performing racing machine had unexpectedly broken down during the middle of the race and needed a quick fix. The annual business meeting that year was unusually short and not so sweet; for the first time AXIS recognized only one person in the field for performing at 100 percent of plan. The organization reeled in shock. To Perry's credit, however, he did not despair but seized this opportunity as a wake-up call to make some major changes, and to make them quickly.
By using the principles in the Accountability Sequence® Training, Perry propelled the AXIS field force well on their way to regaining their former glory, with over half the field force soon achieving 100 percent of plan. AXIS put itself back on track to capture the market growth the company desired. Perhaps, even more important, Perry was no longer the only one looking to see if his expectations were being fulfilled; he now had all eyes in the company focused on sales throughout the pipeline. The AXIS example is but one of many we could share that convincingly demonstrates the importance of utilizing the principles and practices associated with the Accountability Sequence presented in the Others Track™ Training to help those you depend upon and hold accountable achieve the results you need to get.
Getting Everyone On Plan...
The Result: 33% Compounded Growth.
The Story: Axis Dental, a division of Kerr Corporation, a Danaher company, is a company that supplies dental equipment exclusively to other distributors who, in turn, sell the products directly to dental offices. For six years, AXIS had consistently produced 33 percent compounded growth. They implemented the Self Track™ Training and the Executive Coaching Process throughout their organization. Their success made everyone feel comfortable, especially the sales force, which had grown accustomed to receiving generous commission checks. Then, almost without warning, AXIS experienced a year when sales growth plummeted to nearly zero. Perry Lowe, Axis' President, felt as though his high-performing racing machine had unexpectedly broken down during the middle of the race and needed a quick fix. The annual business meeting that year was unusually short and not so sweet; for the first time AXIS recognized only one person in the field for performing at 100 percent of plan. The organization reeled in shock. To Perry's credit, however, he did not despair but seized this opportunity as a wake-up call to make some major changes, and to make them quickly.
By using the principles in the Accountability Sequence® Training, Perry propelled the AXIS field force well on their way to regaining their former glory, with over half the field force soon achieving 100 percent of plan. AXIS put itself back on track to capture the market growth the company desired. Perhaps, even more important, Perry was no longer the only one looking to see if his expectations were being fulfilled; he now had all eyes in the company focused on sales throughout the pipeline. The AXIS example is but one of many we could share that convincingly demonstrates the importance of utilizing the principles and practices associated with the Accountability Sequence presented in the Others Track™ Training to help those you depend upon and hold accountable achieve the results you need to get.
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The Story: Sanofi Aventis is the world's fourth largest multinational pharmaceutical by prescription sales. Let me tell you a story about the importance of having a common language of accountability. The sales division for the US Pharma group, a 10,000 person organization, was set to increase revenue by 15%. Partners In Leadership conducted a Train-The-Facilitator Workshop, certifying 35 sales and corporate leaders on how to roll out the training to 8,000 people.
One sales director had been working with a large client for a while, trying to close a significant contract. Unfortunately, the US Pharma legal office was backed up and kept delaying the contract. The prospect and the sales leader were at a loss of what to do. It looked as if the opportunity would go away because of the delays. One day, someone from legal called the sales director and said, "I need to apologize for not delivering the agreement in a timely manner. I realize this contract has significant impact on us achieving our 15% revenue result. I'm now happy to say it's ready." The Sales Director was stunned and asked if the person from legal had gone through any training recently. They readily acknowledged, "Well yes, I went through the (Self Track™ Training) yesterday and realize I have been acting Below The Line.® The Sales Director delivered the agreement to the prospect and was able to win the business. The Accountability Training® can have a powerful impact on everyone who supports the sales function, motivating the kind of effort that wins sales and produces results!
Getting the System to Help You Get the Deal...
The Results: Contract signed to help achieve significant increase in revenue.
The Story: Sanofi Aventis is the world's fourth largest multinational pharmaceutical by prescription sales. Let me tell you a story about the importance of having a common language of accountability. The sales division for the US Pharma group, a 10,000 person organization, was set to increase revenue by 15%. Partners In Leadership conducted a Train-The-Facilitator Workshop, certifying 35 sales and corporate leaders on how to roll out the training to 8,000 people.
One sales director had been working with a large client for a while, trying to close a significant contract. Unfortunately, the US Pharma legal office was backed up and kept delaying the contract. The prospect and the sales leader were at a loss of what to do. It looked as if the opportunity would go away because of the delays. One day, someone from legal called the sales director and said, "I need to apologize for not delivering the agreement in a timely manner. I realize this contract has significant impact on us achieving our 15% revenue result. I'm now happy to say it's ready." The Sales Director was stunned and asked if the person from legal had gone through any training recently. They readily acknowledged, "Well yes, I went through the (Self Track™ Training) yesterday and realize I have been acting Below The Line.® The Sales Director delivered the agreement to the prospect and was able to win the business. The Accountability Training® can have a powerful impact on everyone who supports the sales function, motivating the kind of effort that wins sales and produces results!
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The Story: The largest provider of wireless services in Montana reached out to Partners In Leadership for their Training needs. Sales were stagnant and they needed a jump start increase their sales and improve performance. They implemented the Self Track Training to clarify the key organizational results and began to align their teams around the company sales goals. They developed Accountability Plans using Self Track™ Training tools to not only achieve, but exceed their sales goals.
Since the training, the wireless connection business is up 17% within the first quarter, which has helped fuel the expansion of their organization. Getting people aligned around their Key Results has been essential. Wireless Connection profit margin is up 45%, gross profit increased better than expected to $35 an hour per sales representative and they have exceeded their customer service scores. They have had an extraordinary amount of very positive activity within the business and are in the process of acquiring additional properties.
Even Results Go Wireless for This Service Provider!
The Results: Wireless connection profit margin is up 45%, gross profit increased better than expected to $35 an hour per sales representative and they have exceeded their customer service scores.
The Story: The largest provider of wireless services in Montana reached out to Partners In Leadership for their Training needs. Sales were stagnant and they needed a jump start increase their sales and improve performance. They implemented the Self Track Training to clarify the key organizational results and began to align their teams around the company sales goals. They developed Accountability Plans using Self Track™ Training tools to not only achieve, but exceed their sales goals.
Since the training, the wireless connection business is up 17% within the first quarter, which has helped fuel the expansion of their organization. Getting people aligned around their Key Results has been essential. Wireless Connection profit margin is up 45%, gross profit increased better than expected to $35 an hour per sales representative and they have exceeded their customer service scores. They have had an extraordinary amount of very positive activity within the business and are in the process of acquiring additional properties.
