High Performance Behaviours    

Case Study

7 Billion PA New Business HPS Great Job!

What did their people say?

As State Manager, managing a sales & support team responsible for over $7 Billion of new business per annum, I commissioned HPS to provide consulting services utilising their modelling methodology.

 "The HPS methodology and program was well researched and easy to relate back to the workplace. I now constantly read through the blue print developed by HPS to help me in my development."

The services entailed a program for me & my people, & the development of a "Model of Excellence", plus iWAM analysis, I have been extremely happy with the service & results delivered by HPS.

I believe that, in particular, these services have given us additional tools & knowledge that has enabled me to be a better manager & that has helped us produce better results both as individuals & as a team.

I thoroughly enjoyed working with the HPS team, they are true professionals, very thorough, reliable, sincere & caring.

Aim

To clearly define the specific behavioural, motivational and competency attributes, that define the highest performing sellers in complex sales environments in order to create performance improvement. To build an environment of high performers and leaders through the use of modelling what is working best and the use of collaborative techniques.

How is this achieved?

By comparing and contrasting the highest and lowest performers, through quantitative and qualitative methodologies and analysis in order to create significant performance improvement.

Understanding high performers in complex sales environments will differ based on the product being sold, market demographics and individual knowledge of a sales person.

There are in every sales environment things that are done unconsciously by the best people that are unseen by the rest of the team. It is these things that once they are understood and made explicit, can make a significant difference to an individual or team's overall performance.

What we found?

In complex sales environments what are some of the specific things top performers do that others don't? Characteristically, HPS have found that high performers differ from their lower performing counterparts in the following behaviours:

Significant preparation prior to speaking with their targets on specific key factors within a potential targets business.

Working through and understanding specific information about potential clients that lower performers don't understand.

Having areas from which they can source information, whether its industry related information, from unique experts or mentors, or people that have a personal relationship with the client.

High performers also have a tenacious ability to follow up over and over again, even if it takes 1, 2, or 3 years to bring clients 'on board'.

They have a distinct ability to retain the big picture of where they are going to take the client, while simultaneously dealing with the finest details.

High performers have an astute awareness of the ability to 'cross sell' and become 100% client centered at all times, while developing the relationship.

In many cases, we have found that the high performers place a heavy emphasis on research. This may include what they need to learn and what is the unique proposition outside of the proposition for the organisation.

High performers have an extraordinary need to understand their products better than anyone else in the industry.

Finally, high performers find ways to develop themselves to ensure they continue to achieve outstanding results.

Replicating this excellence in Salesmanship.

HPS can train your team in the specific ways of thinking, the belief sets, the competencies and behaviours characteristic of the high performing team members. Transferring this excellence in the above areas will ensure a significant increase in the team's ability to perform and achieve similar outstanding results.

Results

The staff turnover within this unit has remained at nil for the past 4 years other than agreed to internal transfers in a market where all other divisions have turnovers of 20 to 40% per annum.

The team were able to ask much more constructive questions of their clients resulting in faster relationships which has lead to reduced pipeline timeframes.

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