Mark McCarthy Sales Director

1. SALES INSTITUTE OF IRELAND AND CENTURY MANAGEMENT Mark McCarthy Sales Director (C) 2004 Century Management

2. 147 RESPONDENTS • THREE POSITIONS • Sales Professional • Sales Manager • Sales Director • LOGISTICS • Validation across 400 jobs • Timescale:Feb to Sept 2004 • All Ireland Sales Institute Members OVERVIEW: COMPETENCY BENCHMARKINGRESEARCH FINDINGS (C) 2004 Century Management

3. COMPETENCY FRAMEWORK DEFINING MEASURING DEVELOPING & IMPLEMENTING SOLUTIONS THE THREE JOBS PERSONAL/PROFESSIONAL COMPETENCIES (C) 2004 Century Management

4. BENCHMARKING THE JOB • “Let the Job Speak” • Job Experts • The Bias Problem • Calibration: Relative Importance DEFINING Sales and Management positions require 80% people management competencies for superior performance. (C) 2004 Century Management

5. COMPETENCY BASED POSITION ANALYSIS “If the JOB could speak, what would it say are the competencies necessary to achieve superior performance?” DEFINING This was Step One (C) 2004 Century Management

6. MEASURING Step Two Invite members of the Sales Institute of Ireland to score their own performance levels, independent of the Job Benchmark MEASURING (C) 2004 Century Management

7. THE MISMATCH The mismatch of job/person competencies leads to 75% of all on-the-job performance problems DEFINING MEASURING Objective: Identifying the gaps between personal/professional competencies and the requirements of the job (C) 2004 Century Management

8. THE COMPETENCY FACTORS • Thirty seven (37) factors required for • superior performance have been ranked • in terms of their importance to the position of: • Sales Professional • Sales Manager • Sales Director These 37 factors represent 80% or more of all sales and management competencies • Focus on the top 12 (C) 2004 Century Management

9. TOP 12 COMPETENCIES SALES PROFESSIONAL SALES MANAGER SALES DIRECTOR • Attributes • Customer Focus • Results Orientation • Self Management • Personal Accountability • Leading Others • Interpersonal Skills • Goal Achievement • Behaviours • Urgency • Frequent Interaction with Others • Frequent Change • Rewards • Utilitarian/Economic • Individualistic/Political • Attributes • Self Management • Results Orientation • Customer Focus • Goal Achievement • Flexibility • Interpersonal Skills • Planning and Organisation • Behaviours • Frequent Interaction with Others • Versatility • Frequent Change • Rewards • Utilitarian/Economic • Theoretical • Attributes • Interpersonal Skills • Self Management • Results Orientation • Customer Focus • Personal Accountability • Influencing Others • Flexibility • Behaviours • Frequent Interaction with Others • Versatility • Frequent Change • Rewards • Utilitarian/Economic • Individualistic/Political (C) 2004 Century Management

10. SALES PROFESSIONAL (C) 2004 Century Management

11. HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Professional (C) 2004 Century Management

12. SALES PROFESSIONAL JOB BENCHMARK AND COMPARISON MEASUREMENT Job Benchmark Average SII Score Self Management Results Orientation Customer Focus Goal Achievement Flexibility Interpersonal Skills Planning and Organisation Resiliency Diplomacy and Tact Personal Accountability Influencing Others Continuous Learning Self Starting Teamwork Objective Listening Problem Solving Leading Others Decision Making Conflict Management Empathetic Outlook Conceptual Thinking Developing Others Accountability for Others Frequent Interaction with others Versatility Frequent Change Urgency Customer Oriented Competitiveness Analysis of Data Organised Workplace Utilitarian/Economic Theoretical Individualistic/Political Aesthetic Traditional/Regulatory Social REWARDS CULTURE ATTRIBUTES BEHAVIOURS (C) 2004 Century Management

13. THREE EXAMPLES OF COMPETENCY MEASUREMENT SALES PROFESSIONAL (C) 2004 Century Management

14. SALES MANAGER (C) 2004 Century Management

15. HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Manager (C) 2004 Century Management

16. SALES MANAGER JOB BENCHMARK SALES DIRECTOR JOB BENCHMARK SALES MANAGER JOB BENCHAMRK AND COMPARISON MEASUREMENT Job Benchmark Average SII Score REWARDS CULTURE BEHAVIOURS ATTRIBUTES ATTRIBUTES Interpersonal Skills Self Management Results Orientation Customer Focus Personal Accountability Influencing Others Flexibility Resiliency Diplomacy and Tact Leading Others Teamwork Continuous Learning Goal Achievement Problem Solving Self Starting Planning and Organisation Decision Making Developing Others Objective Listening Conflict Management Accountability for Others Empathetic Outlook Conceptual Thinking Frequent Interaction with others Versatility Frequent Change Urgency Customer Oriented Competitiveness Analysis of Data Organised Workplace Utilitarian/Economic Individualistic/Political Theoretical Traditional/Regulatory Aesthetic Social (C) 2004 Century Management

17. THREE EXAMPLES OF COMPETENCY MEASUREMENT SALES MANAGER (C) 2004 Century Management

18. SALES DIRECTOR (C) 2004 Century Management

19. HIERARCHY OF COMPETENCIES UNDER THREE CATEGORIES – Sales Director (C) 2004 Century Management

20. SALES DIRECTOR JOB BENCHAMRK AND COMPARISON MEASUREMENT SALES MANAGER JOB BENCHAMRK AND MEASUREMENT Job Benchmark Average SII Score REWARDS CULTURE BEHAVIOURS ATTRIBUTES Interpersonal Customer Focus Results Orientation Self Management Personal Accountability Leading Others Interpersonal Skills Goal Achievement Teamwork Self Starting Decision Making Accountability for Others Diplomacy and Tact Influencing Others Flexibility Problem Solving Developing Others Objective Listening Resiliency Planning and Organisation Conceptual Thinking Conflict Management Empathetic Outlook Continuous Learning Urgency Frequent Interaction with others Frequent Change Versatility Competitiveness Customer Oriented Analysis of Data Organised Workplace Utilitarian/Economic Individualistic/Political Theoretical Traditional/Regulatory Aesthetic Social (C) 2004 Century Management

21. FOUR EXAMPLES OF COMPETENCY MEASUREMENT SALES DIRECTOR (C) 2004 Century Management

22. EMERGING INSIGHTS/LESSONS • JOB MATCHING:On average, the Sales Professionals and Sales Managers scored about 25% below the key attributes and the rewards culture (motivators) benchmarked for their job. • LESSON: Matching the key demands of the job is critical for superior performance in that job. • WRONG TALENT: lronically, Sales Professionals score higher on the attributes least required by the job. • LESSON: Having a strong attribute that is not a priority for that job can be detrimental to that job. [In fact, many sales professionals may fit the job of sales manager better] • GENERALIST vs SPECIALIST: The Sales Directors’ 23 attribute scores are more evenly spread but still measure 10-15% lower than the KEY job requirements. • LESSON: Having solid generalist management talents is excellent but may cause ‘pain’ relative to more specialist needs of the sales director role. (C) 2004 Century Management

23. EMERGING LESSONS/INSIGHTS • BEHAVIOUR FITS: All three comparisons scored well on observable behaviour (i.e. temperament: How they approach the job). • LESSON: ‘Looking the part’ does not mean the job gets done in an excellent fashion. There is more to the job than temperament style. • PERSONAL MASTERY: Personal competencies [e.g. managing yourself] is emerging as vital for superior performance, even for management jobs. • LESSON: Self management is proving to be the big gap for all three positions. • MIRROR IMAGE: Sales Managers/Directors appear to hire sales professionals who display talents like themselves. • LESSON: Hire based on competency requirements for THE JOB, not on personal likeability. (C) 2004 Century Management

24. THE WINNING EDGE 1st €25K €50K (C) 2004 Century Management

25. THIS PRESENTATION IS AVAILABLE FROM: www.centurymanagement.ie THANK YOU Mark McCarthy, Sales DirectorCentury Management01-4595950 (C) 2004 Century Management