Speakers: Keith Cox | SBI

Are you wondering if you are going to make your number next year?

 

If so, click here and listen to this podcast and learn how to increase your odds. It is an interview with Keith Cox, the Vice President of American Sales for UPS Capital, a UPS company that provides finance and insurance to companies with physical supply chains.

 

During this interview, Keith places his sales team at UPS Capital on SBI’s Revenue Growth Maturity Model. What is SBI’s Revenue Growth Maturity Model and why should you want to listen to Keith’s application?

 

SBI’s Revenue Growth Maturity model is a tool sales leaders use to see if they are going to make their number. It has five stages, which we go through during this show, and as a sales team moves up from level 1 to level 5 two fantastic things happen: 1.) the likelihood of making their number increases, and 2.) the effort to do so decreases.

 

We walk Keith through the model, and he attempts to self-assess during the interview. The benefit to you all is you get to see a “demo”, if you will, on how to use this tool. At the end of this exercise, if you want to use the Revenue Growth Maturity Model yourself, we let you know how to get it.

 

If you want to increase your odds of making your number, click here and hear how one of your peers has done so.

Transcript

 

Speaker 1: Welcome to the SBI podcast, offering CEOs, sales and marketing leaders ideas to make the number.

 

Greg Alexander: Good morning, good afternoon, good evening everybody, this is Greg Alexander, CEO of SBI a B to B sales and marketing consulting company dedicated to helping you make your number. You are listening to the weekly SBI podcast series, and today I have a great guest joining me on the show. Keith Cox is the vice president of American Sales for UPS capital. A UPS company focused on providing finance and insurance to businesses with physical supply chains. This means helping companies with things like insuring goods in transit anywhere in the world, insuring hard to value items and time sensitive goods and providing the operating capital against goods warehoused abroad.

 

Keith has been with UPS for 25 years. Coming up through the ranks so to speak, doing everything from sales rep manager, director and now senior executive. In his current role, Keith runs sales for the U.S., Canada and Latin America, so Keith welcome to the show.

 

Keith Cox: Thank you Greg, thanks for the invite and super exited to be here.

 

Greg Alexander: Great. Today we’re going to ask Keith to place his sales team at UPS Capital on SBI’s Revenue Growth Maturity Model. What is SBI’s Revenue Growth Maturity Model and why should you want to listen to Keith’s application. Our Revenue Growth Maturity Model is a tool sales leaders use to see if they’re going to make their number and it has 5 stages which we’re going to go through today. As a sales team or as a sales team who’s up from level 1 to level 5, 2 fantastic things happen.

 

First the chances of making your number increase and 2 the effort to do so decreases. I’m going to walk Keith through the model and ask him to attempt to self-assess himself during this interview. The benefit to you all listening is you’re going to get to see a demo so to speak on how you might use this tool and at the end of this exercise, if you want to use the Revenue Growth Maturity Model yourself, I will let you know how to get it. Keith, thanks for being our lab rat today. Are you ready to go?

 

Keith Cox: Absolutely.

 

Greg Alexander: All right, very good. Let’s start with level 1 which is called Chaos and here’s a quick definition. Level 1 organizations have a corporate strategy developed by the CEO, but they don’t have a corresponding sales strategy that aligns with it. Sales teams at level 1 tend to over commit and under-deliver. They make the numbers sometimes but not consistently, and when they do it is not by executing a strategy but simply because a few super star sales reps exerts some heroic efforts. There’s lot of fighting between sales and the marketing team and the product group and the finance team. This is the chaotic state of level 1.

 

Keith, I know the answer to this but I don’t want to lead the witness, but we’ve had the pleasure of being associate with you guys, so let me ask you, does this describe your sales team?

 

Keith Cox: I could say, thank God, no, it does not.

 

Greg Alexander: I didn’t think it did but unfortunately we have some sales have fallen to that category and it is painful. Let’s move on to level 2 and I think things will start getting more interesting as we go through this. Level 2 is known as Defined and a summary of this level is as follows. The corporate team and the functional strategies exist but they’re collecting dust and they’re not being used. We have lot’s of strategy documents.

 

They’re usually created as an executive team during the annual planing process, however, they’re usually created separately from one another. As a result, they’re typically not used by team members below the executive level. For example, the sales team might not be aware of which campaigns and marketing team is going to run or is currently running. When they’re going to run and to which accounts, so examples like this one result in missed opportunities. About a third of sales organizations, at least according to our data, fall into this category. Keith, what are your thoughts on this, does your team UPS Capital fall into this category?

 

Keith Cox: Yeah, I would say at one time, we definitely bridged that category, currently we do not and in other places that I’ve been in my career [3 past 00:04:59] no doubt, we have ventured into that space and as you brought up everything that you described and some other items of course come into there because when you’re in that mode, I think also you create churn in your sales force and churn in your sales leadership ranks as well.

 

Greg Alexander: If you were in parts of UPS that maybe were in level 2 in the past, how did you get out of it?

 

Keith Cox: Comes back to some basics which is reminding everybody that communication is key and we have to be able to communicate the strategy and the vision and making sure that we’re all connected and I think … Also there are times [I express 00:05:45] this as my leadership team, I fully expect us to disagree. Because if we’re all in agreement with a strategy that somebody comes up with, I don’t know that that’s the most healthy place to be either. We should disagree, we should work through those collaboratively and together as a team where we need to be.

 

When we role out to the market for the benefit of our customers, we have to be aligned. When we’re doing things to help our customers in their journey, then a course that’s going to connect to our strategy, our strategy connects to their strategy and we’re all in this together. This comes back, what I’ve always seen, over and over, time and time again Greg is the communication factor. Respectfully when people their ball and go home, that just doesn’t play out well for anybody.

 

Greg Alexander: I had a client tell me the other day, we were talking about the annual strategic planning process which a lot of people are in as we’re in the second half of the year here. That the strategy document itself is not very useful, it’s kind of a commodity, but the strategic planning process where this disagreement that you mentioned takes place, that’s where a lot of the value is created. Do you agree with that?

 

Keith Cox: Absolutely. Part of it also is to be of the culture of the organization that you almost want to celebrate disagreements because I think there’s times from the culture of organizations, especially in the sales and marketing side where you definitely have people who have knowledge and strength, but for whatever reason they decided not to share some insight that they have that could really keep the wheels from falling off, of how you go to market and what you’re going to do, and if they would feel safe to express that in the right environment then it works out well again for the organization and the customers.

 

Greg Alexander: Question for you on culture. UPS was one of the most successful private companies for a long time and now you’re one of the most successful public companies. Did the culture change when you went from private to public?

 

Keith Cox: Wouldn’t say it’s changed, no doubt, we had to adjust and understand a little bit different dynamics and what it’s expected of being a public company versus a privately held company. I think also what has kept us successful as being private is sticking this many of our core cultures and values that made us a successful company as a whole whether private or public.

 

Greg Alexander: Interesting. I’ve seen that event so to speak change companies culture, so I’m glad it’s not changing yours. We’re going to take a quick break, when we come back from the break, we’re going to jump into level 3 of our Revenue Growth Maturity Model. If you’re enjoying this podcast and you want more of them, here’s how to subscribe to the SBI podcast.

 

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Greg Alexander: Welcome back everybody, this is Greg Alexander, CEO and co-founder of SBI a B to B sales and marketing consultant company committed to helping you make the number. This is the SBI weekly podcast series and today I’m joined by Keith Cox UPS Capital and we’re discussing how to use SBI’s Revenue Growth Maturity Model during the annual planning strategic process and Keith has been kind enough to let me walk him through it and he’s self-assessing himself on the fly and he’s acting as our lab rat today so we can all benefit from this and see how we might use this tool.

 

Let’s dive in to level 3 which is called Implemented. Here’s a brief description on this. The CEO’s strategy has been translated to a sales strategy and it is being used by the sales team daily. It is “fully implemented” and each of the sales leaders peers have fully implemented their functional strategies. This is the difference between level 2 and level 3, strategies exist and they’re implemented. The result of this is that success can be repeated. Leaders can point to real behavioral change as a result of the strategy execution.

 

For example, we had a client who’s CEO decided to enter a new market and the sales leader modified his sales strategy to make this happen. To include change in the head count plan, the hiring profiles, came up with a new quota and compensation system, changed the way that they built territories. They went from top-down to bottoms-up et cetera. Keith, does this describe your team?

 

Keith Cox: Greg this is almost sure real because at 2 o’clock today, I’m going down this [park 00:11:09] with my team for a couple of hours because we’ve got a lot of changes going on at UPS Capital and UPS and to your point, we’re heading in the back half the year we’re starting to make sure we’re prepared for the back half of the year, but also setting us up to be successful in 2016 and that’s exactly where we’re at.

 

We’re taking the strategy from our senior leadership team and our CEO and now, how do we take that and apply it to how we want to go to market. With my marketing counterpart, putting that strategy together and then all the way down what you were just saying, we’re redeploying some segmentation places, how we want to get the customers. What’s driving that is how customers continue to change in the market and how they want to buy, so we have to align ourselves to that. It’s a couple of both.

 

As an organization, you end up having a strategy but you … The one thing that’s not in the room with you when you’re developing strategy is the customer. How do we make sure we pull that in even at that point when we’re thinking about how do we do that, make sure it’s represented well, so that as we enter the phase that we’re entering right now which definitely is phase 3 for us, we’re rolling it out or we’re putting on paper to share with everybody today.

 

Again, it’s been shared organically because I’ve always believed in getting it from the field what needs to be happening or what will work best, so we think well and get input and now that’s all been collected, now we’re putting it out starting today to say, this is where we’re going, this are the steps we’re going to take to get there so that we finish up the year strong and then we’re ready for 16.

 

Greg Alexander: The challenge there … We see a lot of organizations struggle when they try to go from level 2 to level 3 implemented. Here’s where the struggle happens … It sounds you’re struggling with this, so I wanted to ask your opinion on this. You have the CEO who sets his strategy and then that strategy gets communicated to the functional leaders of the CEO. The sales leader, the marketing leader, the finance leader, et cetera. Each of those functional leaders have to come up with their own functional strategies that align with the CEO’s strategy, otherwise activities can cancel each other out, we all want to be rolling the same direction so to speak.

 

Then you’ve got to take it … In your case as a sales leader, you then need to take it to your VPs, your directors, your managers, your reps and ultimately to the customer. Message distortion happens as it cascades through the organization and that’s where people stumble. Have you guys experienced any message distortion? If so, have you overcome it or is that still something you’re struggling with? What are your thoughts on that?

 

Keith Cox: If somebody says they’ve never experienced it, I would question that. Absolutely, I’ve experienced in the past and we’re really working on to try to keep that from happening. It’s funny, message distortion actually I was … As I prepared for what I’m going to be taking the team through later today, I went back to some of other stuff I’ve used in the past or have seen seen lately which is VUCA which gets right in to message distortion.

 

I think what we’re recognizing at UPS Capital is I’ve got a wide range of where people are in the seniority of their career path, and how all of them want information is different. We really spend time … We spent a lot of time last 6 months to a year around our communication strategy, specifically internal. What media do we use, how often we use that media is everything from voice to what I’ll take them through today, then I’ll do a video recording as well. We’ll post it on our internal communication site for the sales and marketing teams down the print.

 

Even as simply as our internal communications that is in print, looks and feels like you’re flipping a newspaper. Because people in my demographic still like to flip paper. That’s the piece that we really … You can lay all these great strategies out but I think you summed it up well, if the message is distorted, all that work is for [naught 00:16:07].

 

Greg Alexander: Yeah, no question. When I first started SBI, thing to do was to publish a book and I’m holding up the first book we published right now called Talk Rating for Sales. Back then, people read physical copies of books and then as time moved on, we got into blogging because people wanted their information in kind of byte size chunks. We offer blog everyday, they can be read in 5 minutes or less on your mobile device. Today we’re doing a podcast which is audio content because people are now walking around with these smartphones and they’re listening more than they’re reading.

 

Keith Cox: Absolutely.

 

Greg Alexander: Now we also have SBI TV because people want to watch as well, so it’s interesting that we’re experiencing the same thing you guys are. Imagine something, did you say VUCA?

 

Keith Cox: VUCA.

 

Greg Alexander: VUCA, what is that?

 

Keith Cox: It’s Volatility, Uncertainty, Complexity and Ambiguity. Actually comes from the military.

 

Greg Alexander: How does it apply, what’s its purpose?

 

Keith Cox: Volatility is all around the speed and dynamics of change in the market today. I think a lot of us always want things to be predictable, have a path, have a certainty of how you’re going to go there, but at the end of the day, [backer 00:17:32] than you just [rattled 00:17:32] off, all that has occurred just in the last … I would say in the last 5 years, we’ve seen major shifts. That creates volatility, the speed that things have to change for some folks, they see as volatility.

 

Uncertainty is the lack of predictability. People don’t want to be surprised, the sense of awareness and understanding, their surrounding issues and events. Of course, complexity, as things happen faster, it’s going to add to complexity and you have multiple forces that are affecting all of these, contributing issues … For me, I always try to take things and put them in real easy terms. Complexity, for me, is a like a big water balloon, you squeeze on one side, it starts moving to the … You still have the issue, it just landed somewhere else.

 

I think ambiguity is the biggest one. When you talk about message distortion and it’s the haziness of what’s in front of us. You can’t see through the fog and then it allows that message distortion or what we say misreads and becomes mixed meanings of the conditions, and then you have this whole cause and effect confusion that ends up happening.

 

Greg Alexander: That’s an interesting approach. If you think about it, going from point A to point B, the executive team comes up with a strategy and you want to get it implemented and executed all the way up to the customers. Point A is strategy creation, point B is strategy execution. Everybody usually has great clarity around those 2 things but moving in-between those 2 things is this giant foggy grey cloud, and that ambiguity, as you say, is what causes uneasiness and that’s what makes people resistant to change.

 

Let’s move on to level 4 which is called Managed. At this level, we have the corporate strategy and then functional strategies are defined, aligned and implemented. The sales, marketing, product, finance and HR team operating in harmony, each taking action daily to accomplish each others objectives. Problems are spotted before they happen because forward looking KPIs are monitored consistently. Friction does not exist between departments and the only remaining issue is the team is not aligned externally with the market as well as they could be, but internally they’re in complete alignment.

 

Customers and prospects needs are changing rapidly and the internal team might not be anticipating them in responding as quickly as we want. There’s a small number of organizations that reach that level 4, now it’s worth it because when they do their performance is quite a bit greater than those at level 3. Keith, have you gotten to level 4 yet?

 

Keith Cox: We’ve been there in the past, and you’re right, it’s a great feeling. We’ve taken a step back in order to align ourselves with the market and dynamics of changed. I’ve been part of that and I think probably a lot of people have been part of 1, 2, 3 and 4 so far, but no doubt, I haven’t spent that much time for when I have been there. It’s a great feeling because you’re able to pretty much focus as a sales leader and your sales team 90 to 99% of the time you are aligned with the customer and their journey and where they’re trying to go and you actually also get to spend your time coaching in the sales teams instead of managing. It’s a very unique dynamic.

 

Greg Alexander: Coaching is a lot more fun than managing, isn’t it?

 

Keith Cox: Yes.

 

Greg Alexander: It’s hard to be in level 4 because the distinction of level 4 is that you’re in alignment with the external market. As you just mentioned to us as you walked us through that military term, the rate of change happening in the external market is so fast these days and seems to be accelerating. That requires this new level of responsiveness inside of companies and when you’re in a big company like yours UPS Capital and UPS, the parent company, that’s like trying to move the Titanic. Have you guys done anything deliberately to try to increase speed?

 

Keith Cox: It is [nice 00:22:32] you bring that up, you’re right. Being able to be nimble and I always use the analogy, the great dynamics we have that UPS has set up with UPS being the large organization that it is and no doubt, I think for any large organization, change or pivot can be somewhat of a challenge, but when you also have business units like UPS Capital, UPS has many business units, that is what creates the nimbleness and the ability to pivot for customers. Especially specialty programs, when you think of the things you talk about [mentioned 00:23:14] about UPS Capital to help customers finance protect their risk.

 

We stay very focused on the core values of UPS but we also stay very close to what are the dynamics, who’s entering the space, understanding the customers themselves can be the competition, I think it’s probably the biggest shift that we see in our space, and how do we, again, continue to align with the customer and help them realize that we can help them win in their space. I think when you stay connected with the customer, you’re going to help them win in their space, it helps you stay nimble.

 

Greg Alexander: You said something that was really interesting which is when a company gets to a certain scale, this is the reason why business units structure makes sense. That’s what increases the agility. UPS Capital is able to be more responsive to it’s customers and prospects and employees because it’s a business unit. The decision making an the autonomy’s been pushing the business unit level versus just being another function inside of the mother ship, so to speak. That’s another interesting way to do it.

 

We’re going to take another short break. When we return, we’re going to discuss what it means to be level 5 which is really great but really hard. If you’re enjoying the SBI podcast today, you’re going to love SBI TV, if you’re not familiar with SBI TV, here’s some information on it.

 

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Greg Alexander: Welcome back everybody, this is Greg Alexander, CEO of SBI and today I’m joined with Keith Cox, head of sales at UPS Capital for the Americas, Canada and Latin America. Keith is walking us through his own on the spot, non-rehearsed self-assessment on where he sits on SBIs Revenue Growth Maturity Model. Up to this point, we’ve gotten through level 1 through level 4 and we’ve learned some very interesting things from Keith and his team at UPS Capital.

 

We’re now going to dive into level 5. This level is called Predictable and let me describe this a little bit. At this level, we have defined, aligned and implemented strategies up and down the organization that dynamically adjust to changing market conditions proactively, that’s the key term. Emerging best practices instead of best practices are identified, embraced and implemented much faster than the competition. There is very little time working on internal improvement initiatives and lots and lots of time is spent focused on external market facing activities.

 

Think of this as utopia. Our analysis … Again, this is just our view of the world is that only 9% of the companies that we’ve dealt with or have participated in that research studies have gotten to level 5. Keith, what are your thoughts on level 5, are you guys there, are you on your path to getting there, what are the obstacles to getting there et cetera?

 

Keith Cox: No doubt by some of what we’ve discusses so far, we’re not there and it would be nice to be there, no doubt. I think one of the things I always stick to, hope is not a strategy. You can’t hope yourself to be there, you have to … Everything you’re laying out, what we discussed so far today and things that we’ve worked with SBI in the past on were in some of the previous levels, getting the right people on the bus, making sure you’re hiring the A players, how do you segment, how do you go to market. I think all those things have to build on one another within what is the strategy and what you’re looking to do and accomplish with your customers.

 

You mentioned a couple of things in there around not doing best practices but you’re absolutely the one … I don’t know the exact words you used, but you’re inventing the best practices.

 

Greg Alexander: Emerging best practices, yes.

 

Keith Cox: Yes, emerging best practices. I guess that would be utopia for me. I do struggle with that sometimes because I know we talk sometimes, what is best practice and I’m like … I’m not looking to be like everybody else, so how do we get in front of this, how do we … I’m definitely going to key that phrase, emerging best practices.

 

I think you have to … Some of the things we talked about, one of the things we tried to also hold close at UPS Capitals is innovation. We have teams … We don’t have a group that does nothing but innovate, we definitely take individuals that we realize they have strengths around being able to think innovatively and think about new ideas and think about how do we ideas and thought continue to push the envelope around taking any of our existing products and coupling them in different ways and/or what is the next solution that’s out there.

 

I think that’s the big piece to what you mentioned. If you’re going to be emerging best practices but you’re also going to be proactive and be in front of the market trends, I would have to say, you have to be one of them driving the market trends and you’re going to do that through innovation as well.

 

Greg Alexander: I think you’re not giving yourself enough credit. I think your company and you personally, when we first engaged with you, I think it was 2 jobs ago and now you’re the senior executive leading the entire team, I think 1 of the reason for that Keith or 1 of the reasons for that is that you’ve been proactive, not reactive and you’re open to new ideas. 1 example of that is your mention of this military framework applied uniquely to commercial operations. That’s an example of identifying something in another field, importing it into your field and getting value from it.

 

That’s usually where the emerging best practice comes from. Someone once said, nothing is new, it’s just how you apply it. There’s all these theories out there and how do you apply it to your situation.

 

Keith Cox: Great points.

 

Greg Alexander: We’re going to take 1 more break and when we come back, Keith and I will discuss what to do next after listening to this podcast to try to get yourself to level 5 team. If you liked listening to Keith and want to access more peer driven best practices, you should subscribe to the SBI magazine. Because in the magazine we, I’m holding it up right now, we profile people like Keith and his peers and very often there’s emerging best practices right in the magazine. Stick around after the break and we’ll be back in a sec.

 

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Greg Alexander: Welcome back everybody, this is Greg Alexander, CEO and co-founder of SBI a B to B sales and marketing consulting company dedicated to helping you make your number. Today I’m on the line with with Keith Cox, head of sales at UPS Capital for the Americas region. We just walked ourselves through SBIs Revenue Growth Maturity Model and Keith was kind enough to place himself on that model and self-assess himself in a very self aware way, I might add.

 

I think we now understand the model, level 1 to level 5 and it doesn’t take a genius to understand we all want to be at level 5, so the question is, how do we get there. What does this all mean to the audience? On average, level 5 organizations require customers 26% easier than level 1 organizations. In addition, level 5 organizations generate about 31% more revenue than level 1 organizations do. You might be asking where I came up with those numbers, well, SBI stands for Sales Benchmark Index and for the better part of a decade, we’ve been collecting data like this and codifying it and crunching it. Got a database about 11,000 companies with all kinds of metrics and best practices in it. That’s our statistical analysis, so there’s a quite a benefit of going from level 1 to level 5. That’s why you should care.

 

Keith, if I was to put you on the spot here and ask you to speak directly to the audience and say, now that you’ve gone through this model with us and you’ve self-assessed yourself and I think you’re oscillating between the high end of level 3 and the low end of level 4 and it sounds like maybe that’s why you’re delivering outstanding results. You have an action plan here which literally you’re going into a meeting today at 2 o’clock to implement to get into the end level 4 and maybe into level 5. If you were somebody listening to this, and you’re going to do 2 or 3 things right after this podcast to try to go from 1 level to the next, what would it be?

 

Keith Cox: I think the couple of first things that I would do is, if I recognize that I don’t have the [wall 00:33:57] in myself to go through this, then I surround myself with people who’re going to help me get through it. I think that’s the first thing. I don’t mean that necessarily would be internally as we’ve helped … I’ve helped some of my peers, actually some of the peers that your team has introduced me to, I’ve leaned on them, of course, your team as well. I think that’s number 1 is you can’t go at these things alone and do things in a vacuum, I think that’s the biggest peace.

 

Maybe also part of one thing that I’ve always me personally and hopefully [insure 00:34:37] my peers is I’m not afraid to ask for help when I don’t have the answer and even sometimes when I have the answer I’m not always 100% convinced that it’s the right answer. I will take input and think those things through but once you get through that and you make a decision, then you’ve got to own that decision and go at it with a sense of execution and conviction and confidence that allows the organization to see that, feel it and breath it, which then it’s going to transpire through the entire organization and then also ultimately that’s going to help our customers as well.

 

Greg Alexander: Let me probe on the first thing that you said a little bit which is seeking help. I commented earlier and complemented you and your self awareness. Sometimes when I deal with executives like yourself, especially those that have had 25-year success track record with the same company like you have, they’re a little reluctant to receive help from anybody. From their internal peers to their external peers to advisor companies like ours or the dozens of other advisory companies. Just doesn’t make sense to me, I don’t know why they’re so defensive. You’ve been open-minded. Is that just part of who you are? Personality? Why is this? Is that based on how you were raised or did you have some type of cataclysmic event in your career that made you realize that that was important.

 

Keith Cox: No doubt, philosophy I believe that you are a product of your environment, so I think a big part of it has to do with how you were raised and where you come from and what you’ve been associated with throughout your life. I will tell you Greg, I’ve sat on the other side of those people or I’ve sat next to them and I’ve watched what has happened, and I don’t mean to the individual, to the organization, I always come back to it.

 

1 thing that keeps me grounded is nobody including myself is, for me, is ever going to wear the crown or be the king. That’s the customer. When we look at everything, that is my responsibility at UPS Capital, and our CEO reminds me of that, reminds … Not that it has to but he definitely is always, you’re the voice of the customer for us and we always need the voice of the customer at the table. I also recognize that as you rise an organization, my biggest fear is always been losing touch of that voice.

 

Greg Alexander: As you get further away, right?

 

Keith Cox: Right. Further and further away. How I stay connected, the 1 easy one is to get out there and be in front of customers, but of course, also that has it’s advantages and disadvantages, but I think that still is always part of it and also time is definitely always something we have to manage at this level. The other piece is I definitely stay connected with members of the sales force and sales leadership that I know … Don’t give me the polite or the yes information.

 

They’re comfortable to tell me what is going on with our customers and what’s happening in the network. I think, as a skilled leader, you have to be able to take that information and then use it in the right way so that it doesn’t come across as detrimental to the people that are sharing it with you and/or detrimental to the to the organization. It’s information and as we all know in sales you manage you information skillfully, but you have to continue to acquire information and continue to develop and [hone 00:38:52] and think about what’s happening.

 

Greg Alexander: The people that give you bad news which are the people you want to have their relationship with. If they give it to you and then you turn around and use against them they’re going to stop giving it to you, so that’s the [crosstalk 00:39:05] of the leader. I’m going to offer 2 resources to the audience here then we’re going to wrap this up.

 

If you want to get a copy of our Revenue Growth Maturity Model and instructions on how to use it, download a copy of this years research report which is hot off the press called How to Make you Number in 2016. Here’s how to get it www.salesbenchmarkindex.com/2016-report. I’m holding up a copy of it right now, very proud of it this year, it is filled with emerging best practices if you want to be one of these proactive leaders, grab a copy of that.

 

The second thing I would point you towards is that if you feel you might not be a level 5 organization and want to be one, you can have one of our experts lead you through a workshop which will detail for you how to become one. Got to www.salesbenchmarkindex.com/2016-workshop and request a workshop. Listen, on behalf of our audience and myself, Keith, I want to thank you for letting me put you on the spot here with this role play today. Our audience has benefited greatly from that so thanks a bunch for being on the show.

 

Keith Cox: Thank you Greg, actually it’s a 2-way street, I’ve benefited a bunch from it as well and I’ve appreciated the work we’ve done together as 2 organizations in the past and I look forward to all of our successes going forward.

 

Greg Alexander: Great. I just want to thank the audience for tuning in. Without you guys, we wouldn’t be able to have these types of conversations, that’s what benchmarking is all about. The rapid sharing of best practices. With that, I’m going to sign off and wish the audience best of lack as you try to make your number, take care.

 

Speaker 1: This has been the SBI podcast, for more information on SBI services, case studies, the SBI team and how we work or to subscribe to our other offerings, please visit us at www.salesbenchmarkindex.com.