Sales Management: Problem Solving Simplified • Member Response • member_response@rab.com • 800-232-3131 • John Potter • VP Training • Radio Advertising Bureau
Welcome • PDF of slides will be available • Watch your e-mail • Check junk mail • We appreciate feedback • Lines are muted • Q & A • Type your message • Problems? • RAB Member Response 800-232-3131
What We’ll Cover • Having no problems is overrated • Why we avoid making decisions • Problem types • Step by step strategies • Solution… now what?
No Problems “The more problems you have, the more alive you are.” ~ Dr. Norman Vincent Peale
The Choice Making a bad decision? Making no decision? WHAT’S WORSE?
Why We Avoid Decisions • Don’t want to make a mistake • Hope problem will self-correct • Don’t want to overstep authority • Don’t want to anger others • Don’t want to offend others • Don’t have time to think it through • Don’t have a good problem solving system
Problem Types ORGANIZATIONAL • Operational • Budgetary • Technical • Top down • Bottom up PEOPLE • Performance • Social • Personal
Common Problem Solving Methods • Knee-jerk Shoot first and ask questions later • Procrastinate Wait long enough and the problem will fix itself or go away • Blame somebody
Blame Game • DON’T blame • DO seek solutions
Strategic Problem Solving SYSTEM
RAB 8 Step Problem Solving System • Define problem • Set priorities • Get all facts • Solicit input • Consider options • Make decision • Communicate decision • Monitor progress
1 Define Problem LIST COMPONENTS Organizational • What is causing it? • What is contributing? • What is preventing a solution? People • Who is causing it? • Who is contributing? • Who is preventing a solution?
2 Set Priorities • How important is this problem? • Prioritize • Don’t sweat the small stuff • What’s the worst case scenario? • What's the best? • Is your intervention really required? • Who can help solve the problem? • What’s the time frame for a solution?
3 Get All Facts Organizational • Systems • Technical • Paradigms People • Knowledge / ability • Understanding • Attitude / style • Fear • Personal
3 Get All Facts • Determine your position Strength or weakness Can you make the decisions? Can you enforce the decision? Do you need authority / buy-in? • Will behavioral style play a role? Will you need to adjust to get buy-in? • Who is / will be affected? Inside the problem Outside the problem
4 Solicit Input • Get information from direct parties • Get information from affected parties • Get information from trusted parties • Ask for their recommendations • The power of “Tell me about that” • Get advice from superiors • Get advice from peers
5 Consider Options BRAINSTORM • Peers • Boss • Legal counsel MIND MAP Source: Buzan Centre, London
6 Make Decision • Whenever possible, let the affected / offending parties devise the solution • Take time to think before you act • Use logic, guided by emotion • Be fair, but firm • Be consistent • Establish a timeline for implementation • Prepare your communication • Be flexible and willing to change course if and when necessary
7 Communicate Decision Re-state the problem and… • Effect on organization and people • Rationale for the decision Clearly explain the details of the solution • How solution will be implemented • Who will implement the solution • How the solution will be supported • How progress will be measured • Benefits of making the change • Consequences of non-compliance • Your appreciation of their support & cooperation
8 Monitor Progress • Establish a specific reporting system • Set firm times for reviews • Communicate clearly and honestly • Determine & fix system impediments • Praise / reward for success • Follow through on consequences for lack of success • Support and encourage everyone involved
RAB 8 Step Problem Solving System • Define problem • Set priorities • Get all facts • Solicit input • Consider options • Make decision • Communicate decision • Monitor progress
Case Study #1 Your best seller is frequently late for meetings. You also notice he is leaving work early, but there is no perceptual change in his billing.
Case Study #1 Your best seller is frequently late for meetings. You also notice he is leaving work early, but there is no perceptual change in his billing. • Define problem • Set priorities • Get all facts • Solicit input • Consider options • Make decision • Communicate decision • Monitor progress
Case Study #2 Your best seller is a great closer, but you get frequent complaints from clients regarding poor customer service and lack of follow up.
Case Study #3 Jones Automotive is one of your top billing accounts. Your salesperson on the account is Chuck who is one of your top performers, but Katie, your new salesperson, called on Jones without understanding how the account system works in the stations, and now Jones wants Katie to be his rep.
Questions & Answers
Summary • Define problem • Set priorities • Get all facts • Solicit input • Consider options • Make decision • Communicate decision • Monitor progress RAB System
Thank you for joining us! Sales Management: Problem Solving Simplified • RAB Member Response • member_response@rab.com • 800-232-3131 • John Potter • jpotter@rab.com • 800-232-3131
