How a Team’s Values Can Shape Lives

How a Team’s Values Can Shape Lives
by Joey Harvey – April 2016

HOW THE SPURS’ VALUES SHAPED MY CAREER LIFE

Spurs Sports & Entertainment operates its business on a daily basis under the umbrella of three primary values: integrity, success, and caring. The aim is to make every decision while upholding each value. These three values have led to growth not only in my career, but my personal life.

Start with integrity

It begins with integrity. Spurs head coach Gregg Popovich has said multiple times that he looks to bring in players and coaches that are “over themselves.” That is, people who are able to put aside their own egos and realize the betterment of the team is the most important.

On the business side, the people that stick around and build good careers do so while doing things the right way. Treating coworkers with respect, avoiding office drama, rumors, and politics, and focusing on being the best person at your job are the simplest ways to uphold your integrity and build a name for yourself.

Add attitude & effort to get results

The order or formula of what leads to success was taught to me as: Attitude + Effort = Results. When you combine a positive attitude with maximum effort, the results will come. Effort isn’t all about repetition, but it’s about repeating (or practicing) the right way. It’s not about making 100 phone calls a day, but rather perfecting your technique on those calls and using each one as an opportunity to make yourself better.

The right attitude and effort leads to success. You can be the nicest person in the world and have the highest level of integrity, but if you don’t effectively do the job you’re hired to do, there is no place for you with the company. We are a business, after all.

Ticket sales is much like a sport. Regardless of success rate or revenue you’ve brought in, the landscape constantly moves forward. You have to adjust. If you don’t adapt and think ahead about what’s next, you’ll fall behind. Always be open to sharpening your skills and learning more. Take something from each trainer or manager you come across and figure out how it could apply to your own approach. Never stop learning and striving to become better. The more open you are to being coached, the more success you will have.

Give a care

Most importantly, to me, is caring. When I approached a few of my managers to discuss some personal issues that might cause me to miss some time at work, the response was “We love you man, and we are here to support you.” Do you know how powerful that is to hear? You don’t find that level of care at just any company.

We don’t try to force caring; it’s just who you are. I sat in on a session led by Spurs General Manager RC Buford a few years ago. He said it simply: “A company’s culture is developed by the kind of people you bring in.” When the right people are brought in, the culture essentially develops itself.

My closest friends now are current coworkers or have worked for the Spurs in the past. I’m in a wedding in June between two former Spurs coworkers. The groom’s bachelor party? Mostly members of our 2010 inside sales class. Many of them live in different states now across the country. When you have a culture that treats employees like family, it allows you to invest in each other as people, develop lasting relationships, and create a network of support that only translates into more cohesiveness in the workplace.

I can’t help but believe that the values of integrity, success and caring have led to so much success for the Spurs on the basketball court. I can say with certainty it’s what’s led to my personal success in the business office.

 

Floor or Front Office: It’s all the same at Spurs Sports & Entertainment

Floor or Front Office: It’s all the same at Spurs Sports & Entertainment
by Kirk Wakefield – April 2016

Values-driven

What values drive your organization? What values drive you, personally? If you had to choose one word–one value–to describe what is most important to you, what would it be?

Integrity–doing the right thing–is the most important value of the San Antonio Spurs Sports & Entertainment (SS&E) organization. You can’t miss it. The values of the organisse valueszation are posted throughout all the offices, meeting rooms and on the desks of the over 250 employees, which is sure to grow as SS&E recently added a fifth franchise, San Antonio FC, in the USL.

The success of the Spurs on the floor and front office is no accident. From ownership to the coaches and players to the interns, the values are clear. As Frank Miceli, Senior Vice President, Sales & Franchise Business Operations, shared, “They are openly discussed and shape everything we do from our ownership down to every member of the staff. We have a common vision,  engage in transparent communication and everyone has a voice. We are deliberate in our decision-making and are open about questioning everything in an attempt for continuous improvement.”

How do values shape the culture?

The three values of integrity, success and caring are the basis for daily operations. The same respect you see on the court you see in the offices, as employees are encouraged to collaborate, display humility and demonstrate a team orientation where no one person is more important than the team.

As Mr. Miceli points out, “Asking for help is not a sign of weakness, but of strength, to utilize the many talents and resources of SS&E.” Employees are more likely to ask for help and achieve personal and professional growth in a place where they know caring, respect, sincerity, support and compassion are part of the DNA of ownership and management.

Success is important at SS&E, but the process is as important as the outcome. An individual may have great personal success, but it must not come at the expense of the team. Rather, the team achieves targeted goals together, each pulling together and demonstrating care for others in the process. It’s not all about work for the sake of work; employees are encouraged for being creative and innovative and having fun along the way as they enjoy the journey together.

Baylor S3 success stories

Thanks to the leadership which began with Russ Bookbinder and continued thanks to Rick Pych, Frank Miceli, Joe Clark, Tim Salier, and Lawrence Payne, SS&E has hired the most graduates from the S3 program than any other partner.

Lindsay Beale (S3 ’10) started as a summer intern her junior year and joined SS&E after graduation as a group sales account executive. Mlindsay bealer. Miceli observes that Lindsay consistently exhibits all of the traits valued by the organization and climbed the ladder with patience and humility from account executive, to senior account executive, and now Group Sales Manager for all the SS&E properties.

Stephen Gray (S3 ’10stephen gray) joined the SS&E inside sales department after graduating from the S3 program. Stephen’s hard work led to a promotion with the organization’s AHL team, the Rampage. Stephen did very well selling, setting Rampage individual sales records. But, more importantly, as Mr. Miceli points out, “Stephen really understood the sales process and how to motivate others. He became Manager of Ticket Sales for our NBA D-League franchise in Austin and has really helped turn the franchise around.”

True Partnership

Many of the teams and companies who partner with the Baylor S3 program do so because of shared values. The relationship between the Baylor S3 program and SS&E operates as a true partnership, where the values of both organizations closely match. Issues and opportunities are discussed with transparency. Each is concerned for the welfare of each other, but most importantly, for the welfare of the young people entering and growing in the industry.

As Mr. Miceli shares, “We are honored to be members of the Baylor S3 Board. The relationship with the program and students has been very valuable for us from the standpoint of meeting(and hiring many) well-trained students ready to join the sports world in sales and customer data management.” In return, Baylor is deeply indebted to the leadership of the SS&E organization and their contributions to the school and the program.


The Baylor Sports Sponsorship & Sales (S3) program is the only academic program housed in a business school with a complete major focused entirely upon sports sales & analytics. Please contact us if you are interested in learning more about the Baylor S3 program by visiting www.baylor.edu/business/S3

Cover photo courtesy of Chris Covatta, SS&E and USL Soccer.

 

8 Tips to Getting Promoted in the Sports Industry

8 Tips to Getting Promoted in the Sports Industry
by Rocky Harris – October 2015

Managing expectations

I get asked all the time what it takes to get promoted in the sports industry. Over the last 15 years the industry has encountered rapid growth, which has provided more professional opportunities and raised expectations for getting promoted faster.

When I got my first full-time job with the San Francisco 49ers, I felt lucky to have an entry-level position. It was highly competitive. No one seemed to get promoted or leave for other jobs. Upward mobility was more aspirational than realistic. Today, people enter the industry expecting to become athletics director, president or general manager by the time they are 30. Somewhere along the way, we stopped worrying about excelling at our current jobs and only focused on reaching the next step.

How to advance in 8 easy steps

Instead of trying to reverse the course of the industry, I have some direction for those looking to advance their careers.

  1. nickbakerExcel at your current job: Many people think all they have to do to get promoted is meet the minimum expectations for their current positions. I always tell my staff that the first step is to excel at what you were hired to accomplish. AEG Senior Vice President Nick Baker, who started at AEG as an intern and worked his way up, explained: “You have to have proven excellence in your current role before you can be considered for additional responsibilities and opportunities.”
  2. Impact other departments: Once you effectively manage all current responsibilities, the next step is to positively impact and contribute to other departments. It shows you are a team player. Other leaders within the organization will notice your contribution in helping them reach their goals.
  3. Focus on solving organizational objectives: I was told early in my career to solve the problems of the most senior decision-maker in the department (president, athletics director, owner, etc.). After perfecting the job you are hired to do and helping other departments reach their goals, spend your spare time figuring out ways to solve organizational problems. Delivering a solution to an issue that keeps the team owner up at night will help you get noticed and promoted.
  4. Know your strengths and weaknesses: Focus on using your strengths to deliver short-term results. Develop and display a skill set relevant to the objectives of the organization. Example: If your boss is a luddite, and you are tech-savvy, your technology skills can deliver value to the organization that no one else can that sets you apart.
  5. Dress for the job you want, not the one you have: One employee asked for a promotion because he felt he was ready to take on a more senior role. I told my boss about his desire for advancement and we were considering it. The next day, the employee walked in to the office with tennis shoes and his shirt un-tucked. My boss said he refused to promote him, regardless of the work he produces, until he learns professionalism.
  6. Find mentors: I wouldn’t be where I am without the help of others. It is critical to your professional development. Mentors can help you develop your personal plan and provide much-needed guidance.
  7. Build relationships: Have a positive attitude. Be the kind of person people want to work with. Leaders can easily identify divisive people. Dividers will not be promoted regardless of the results they drive.
  8. stevewebbBe open to change: Executive Director of Compliance at Arizona State University, Steve Webb, has lived in four different states to pursue his goals in the sports industry. Webb said, “In the sports industry, you have to be willing to change jobs, move and take on new roles in order to grow. The more flexible you are, the more likely you will move up the ladder quicker.”

 

These steps do not guarantee you will fast-track to the top of an organization. But, if that is your goal, these pointers will give you the best chance to reach your career goals.


Cover photo courtesy of Pascal.

 

2015 Baylor S3 Board Meeting in Pictures

2015 Baylor S3 Board Meeting in Pictures
by Kirk Wakefield – October 2015

The 2015 Sports Sponsorship & Sales (S3) Board Meeting was held October 20-21 along the banks of the Brazos in beautiful Waco, Texas. With over 80 executives and managers attending and over 40 managers interviewing S3 juniors and seniors for internships and positions, it marked the 12th year of continuous growth for the program. The S3 program admits up to 38 highly qualified students into its junior class each year to focus on sports sales, CRM & sales analytics. In 2015, 97% of graduating seniors were placed in industry positions.

2015 S3 Board Meeting Attendees

First Last Organization First Last Organization First Last Organization
Alan Aldwell Pittsburgh Pirates George Killebrew Dallas Mavs Bryan Apgar Website Alive
Spencer Ambrosius LA FC Kenny Koperda Minnesota Timberwolves Jody Bell Pizza Hut
Deno Anagnost Tampa Bay Bucs Andre Luck Houston Astros Derek Blake La Quinta Inns & Suites
Lindsay Beale San Antonio Spurs Clark McCormack Dallas Mavericks Larry Brantley The Company of Others
Derek Beeman Houston Texans Matt McInnis FC Dallas John Burnett Consulting
Brandon Bittel AEG/LA Kings Shawn McIntosh Houston Dynamo Brooks Byers Sports Desk Media
Joe Clark San Antonio Spurs Eric McKenzie San Diego Padres Laura Cade La Quinta Inns & Suites
Matt Clark San Diego Padres Nick McNeil Pittsburgh Pirates Lynda Carrier-Metz Pizza Hut
Murray Cohn NBA Drew Mitchell Texas Legends Tory Castillo Jack Morton Agency
Elliott Crichfield Denver Nuggets Jayson Morgan Dallas Cowboys Travis Dillon The Marketing Arm
Hayley DiNaso Minnesota Timberwolves Brian Norman Philadelphia 76ers Eric Fernandez Sports Desk Media
Justin Dunn Columbus Blue Jackets Pat O’Connor MiLB Tom Fletcher IMG
Jeff Eldersveld Columbus Blue Jackets Sean O’Connor Charlotte Hornets Bill Guertin 800 Pound Gorilla
Rob Erwin Dallas Mavs Sarah Proctor Philadelphia 76ers Jon Heidtke Fox Sports Southwest
Chelsea Fenstermacher Philadelphis 76ers Mitch Ried Cleveland Cavs Hunter Klop General Motors
Shannon Fischer Houston Rockets Jay Riola Orlando Magic Jose Lozano The Company of Others
Makinzie Foos Memphis Grizzlies Joe Schiavi Detroit Pistons Ryan Luckey AT&T
Sean Foster Houston Dynamo Andrew Sidney Houston Rockets Dan Migala PCG
Travis Gafford Dallas Stars Steve Timms Houston Golf Assoc. Bill Moseley AT&T
Mitch Gall Air Force Academy Jake Vernon Minnesota Timberwolves Jay Ory IMG
Brian George IMG-Baylor Andrew Vitale Memphis Grizzlies Tom Parsons Time Warner Cable Business
Stephen Gray Austin Spurs Adam Vogel NY Mets David Peart Root Sports
Greg Grissom Houston Texans Wil Walters Minnesota Timberwolves Katie Scallan Gulf States Toyota
Flavil Hampsten San Jose Sharks Lauren Ward Houston Rockets Jake Shockley State Farm
Leslie Horn Dallas Stars Heidi Weingartner Dallas Cowboys Bill Spicer Consulting
Anthony Horton San Antonio Spurs Jake Winowich Houston Astros Tami Walker Phillips 66
Tyler Howell Portland Trail Blazers Tommy Wright Houston Golf Assoc.
Chase Jolesch Baylor Athletics Tickets Justin Wynter Austin Spurs
Chase Kanaly Houston Astros Rob Zuer Denver Nuggets

2015 S3 Awards

Hunter Klop, District Sales Manager, presented the Chevrolet 2015 awards for outstanding service to the S3 program. Heidi Weingartner, Chief HR Officer of the Dallas Cowboys, received the Chevrolet Award for Outstanding Team Board Member. Kelly Roddy, President of Schlotzsky’s, was recognized as the Chevrolet Outstanding Corporate Board Member. The Chevrolet Award for Outstanding S3 Alumnus went to Brian George (S3 ’07), General Manager of IMG/Baylor. The Chevrolet Outstanding S3 Report Writer Award went to Andre Luck, Manager of Inside Sales at the Houston Astros, for his article, “5 Characteristics of the Best Salespeople.”

S3 Board in Pictures

Tami T. Walker
Tami T. Walker

The Phillips 66 S3 Banquet was held at the Hilton in Waco, Texas. Special thanks to Tami T. Walker, Phillips 66, for helping us enjoy the evening with fine food & festivities! Pat O’Conner, President & CEO of MiLB, was guest speaker, hosted by Dan Migala (see cover photo).

 

 

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The board meeting was held at the new Paul L. Foster Campus for Innovation and Business on the Baylor campus. Drew Mitchell (S3 ’06), CRO of the Texas Legends, led a panel discussion on “Branding you: Making yourself stand out in the business of sports,” with Tami T. Walker (BU ’86), Phillips 66; Derek Blake (BU ’86), La Quinta Inns & Suites and Greg Grissom (BU ’94), Houston Texans. Murray Cohn, the NBA’s Vice President Team Ticket Sales, led a group of All-Star Managers to guide S3 majors to position themselves with positivity, work ethic, coachability, honesty & integrity and remembering that good is the enemy of great.

nba panel

Dan Migala led a panel discussion on “The Art of the Deal: Emerging Trends in Structuring Partnerships,” with panelists Jose Lozano (BU ’93), The Company, Brian George (S3 ’07), and Ryan Luckey, AT&T.  Bryan Apgar (S3 ’08), Website Alive, moderated a panel on “Selling in the Social Space,” with Joe Schaivi, Palace Sports, Mitch Ried, Cleveland Cavaliers, Andrew Vitale (S3 ’14), Memphis Grizzlies, and Brooks Byers (S3 ’14), Sports Desk Media.  You can find these and many more in the slideshow below!

We look forward to next year’s board meeting on October 11 & 12, 2016. For more information, contact Dr. Darryl Lehnus or Dr. Kirk Wakefield.

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Collaborating in Academics & Athletics: Events, Donors, and Development Professionals

Collaborating in Academics & Athletics: Events, Donors, and Development Professionals
Shane Crawford, Senior AVP of Leadership Gifts
Shane Crawford
by Bryce Killingsworth – August 2015

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]In true collaborative spirit, this article was co-authored by Bryce Killingsworth, Development Associate in the School of Arts & Sciences, & Shane Crawford, Senior AVP of Leadership Gifts at Oklahoma State University.

[/dropshadowbox]There’s a reason it’s cliche to say college athletics is the front porch of nearly every university —  it’s true, especially for the power five conferences.

Game days are a special piece to the puzzle of donor and fan engagement, but only when utilized strategically. Athletic events overflow with thousands of students, faculty, alumni (young and old), and donors who identify as fans. You would be wise to take advantage of the opportunity. After all, it’s much easier to get a key donor on campus for a game rather than a campus visit in the middle of summer. Athletic teams brand the institution locally, nationally, and for some, even globally because of consistent viewings of logos, nicknames, and media attention a university receives. It is crucial that we, on the academic side of the university, utilize these attractive events to engage prospects. For the purpose of this article, we will focus on football games, as Boone Pickens Stadium is a big draw for donors to Oklahoma State University.

Strategy

Boone Pickens Stadium Suite Level
Boone Pickens Stadium Suite Level

There must be a strategy and purpose behind every engagement opportunity with a prospect — for development professionals in both athletics and academics. But first things first. Let’s not invite our top 100 donors simply because they are top donors. We need a specific strategy in place. Why are we inviting them? Is it a step within their stewardship plan? Are we cultivating them toward their next large gift? How are we bringing them closer to the University, the Dean, or relevant faculty members? The point is: have a purpose.

Purpose. At Oklahoma State, the academic units or colleges share suite tickets with a limited number of games and tickets per game for each college. With a limited ticket supply, we rely solely on strategic moves to move the donor down the continuum. Each college may have the respective Dean present or a key faculty member to connect with the invited donors. Be specific and purposeful about the interaction in order to maximize the experience for prospective donors:

  • Has the donor been solicited within a few months of the event or are we planning to ask them soon?
  • Are there high-capacity prospects that you have not met face to face?
  • Are there donors whose relationship could be moved forward by meeting the Dean and returning to campus?
  • Has a donor recently made a major gift and you need to thank them?
  • Are there high-capacity donors who would not otherwise travel the distance to come back to campus?

Referrals. We also consider asking a key donor who is an advocate of our mission to invite a friend to the game in an effort to cultivate new relationships. Alternatively, we might ask donors with suites of their own to invite key prospects on our behalf. The objective is to use stadium and club level tickets to provide a chance for key supporters to sit with the Dean, Provost, or other key people.

You can develop other creative approaches. Let’s not get content on the money we raise, but think about the possibilities that could become reality if our strategy is meaningful. We can achieve so much more if we engage our donors, our most precious assets of the university, and strengthen those relationships.

Several Teams, Same Mission

 Collaboration between academic and athletic development officers (DOs) is a necessity to maximize donor engagement and support. The majority of top university donors financially support both academics and athletics. Take into account the collective interests of each donor. If we embrace this concept, we show donors a united team that values their interests above our own.

Are you an academic DO? Embrace the fact that many donors are passionate about sports and want to ensure their university has a competitive athletics program. The more engaged donors are with an athletic program, the more engaged they will be with the university. For many donors, their initial support to their alma mater begins by first becoming involved as a season ticket holder.

Are you an athletic DO? Embrace the fact that the majority of alumni did not attend a university simply to go to athletic events, but rather to get a degree that led to their present-day success. If the athletic department is the front porch to a university, the various academic units are the foundation for the entire house. Universities do not exist for athletic programs. They exist to further educational pursuits. Successful athletic DOs will fully embrace and understand this concept.

Strategies must be inclusive rather than exclusive to maximize donor support. Academics and athletics should embrace what the other side brings to the table. Always put donor needs in the forefront with a collaborative spirit when developing strategies and solicitation plans. Do more joint calls. Think outside the box. Create an amazing donor experience. Celebrate when one side of the house receives a major gift. Recognize each gift further connects and commits donors to the university. Our individual donor strategies should never be mutually exclusive from one another.

The collaboration concept is simple in theory. But institutions struggle to create and maintain academic-athletics partnerships. Each party must assume positive intent to communicate and ultimately to trust. Reach out to your counterparts on a consistent basis to understand needs and objectives. The more educated we are about each area the better we can provide a better experience for donors. Communication is the key pillar. Communication takes time. Commit to spending this time to develop trust that results in better collaboration. We will not reach our full potential as fundraisers without embracing the roles each of us play in advancing a donor’s relationship with the university. We have more to gain by working together and more to lose if we do not have a collaborative spirit.

Next month we’ll continue with this topic and share stories of how to put the collaboration concept into practice.

Utilizing LinkedIn for Business Prospecting

Utilizing LinkedIn for Business Prospecting
by Mike Dimitroff – July 2015

My sales philosophy: Better to go after the big fish than waste time fishing for minnows! Anyone can go to the local watering hole, cast a line, and catch small fish. But if LinkedIn is your fishing pole, businesses will be the big fish you are trying to catch.

[dropshadowbox align=”center” effect=”lifted-both” width=”550px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]“It’s no secret that today’s business decision makers have greater control over the buying process. Three-fourths of B2B buyers use social media to educate themselves before making purchasing decisions and twice as many use LinkedIn to research purchasing decisions than any other social network.” ~ LinkedIn.com[/dropshadowbox]

If 75% of B2B buyers do social media research prior to buying, you can bet that business professionals preparing to make a large monetary commitment will run a background check on the seller–and that’s you!

First Impressions

People buy from people they like and often decide if they like you within the first few moments of contact. What will buyers think if they look on your LinkedIn profile with no picture? A photo helps prospects put a face to the person they’re talking to and helps develop familiarity.

Your story

Provide a short background story about yourself and list your job responsibilities. I recommend listing sales accomplishments since people are more likely to buy from people who are successful at what they do. They perceive that if other people are buying from you then you must be trustworthy. These may seem like nuances, but they will help build trust with your prospective buyer and trust ultimately leads to sales.

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]”jesse salazarNew and different methods to contact decision makers are invaluable. LinkedIn is an effective, smart tool for prospecting new companies, identifying decision makers and increasing your network. Professional salespeople will definitely increase productivity, generate qualified leads, and have a higher closing ratio when using LinkedIn.” Jesse Salazar, Manager of Season Sales, Houston Rockets[/dropshadowbox]

No Off-Season

At the Houston Rockets, our motto is, “There is no off-season!” Although some sales reps choose this time to relax and take a break, this is the perfect time to build your sales pipeline. I spend most of the off-season business prospecting.

Prospecting

Prospects can come from oil & gas magazines, billboards on your drive into work, or simply searching under the “people you may know” tab on LinkedIn. With over 500+ connections, many are within my target industries of oil & gas, construction, & law firms. When you search for a new company on LinkedIn simply type in the company name and it should pop up under the drop down menu. Once you have your company selected you can begin to filter by city.

[dropshadowbox align=”right” effect=”lifted-both” width=”350px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]rob“LinkedIn is an essential tool for staying connected to business professionals and a creative method to target companies. C-level executives are almost impossible to get on the phone. LinkedIn is just another way to get in front of decision makers in a competitive business environment where their time is limited to unique salespeople who they see as a resource to get them immediate results.” Rob Zuer, VP of Ticket Sales & Services, Denver Nuggets[/dropshadowbox]

Once you identify a company, contact one of the following from your search of their LinkedIn profiles: Business Development Manager, Marketing Manager or Executive Assistants to CEO. These are typically the people that either make decisions on purchasing season tickets or handle the distribution of tickets.

You make the call

Call the mainline of a company and ask directly for the person by name. I’ve seen sales reps call the mainline and use basic intro lines like this:

“Hi, this is Michael Dimitroff with the Houston Rockets. I was wondering if you could put me in contact with the person who handles season tickets purchases at your company.”

Gatekeepers are taught to screen such calls and you’ve just given them a layup! Instead, act confidently, as if you’ve already had a conversation with the person.  Ask using their first names (e.g., Rob, or Rob Zuer; not Mr. Zuer) to give the sense you are familiar with them. Once the gate keeper transfers you to the direct line…now it’s time to work your magic and catch the big fish!

Execution: 7 Essential Behaviors of Leadership in Sales Management

Execution: 7 Essential Behaviors of Leadership in Sales Management
by Kelly Roddy – July 2015

What is leadership?

“Genuine leadership comes from the quality of your vision and your ability to spark others to extraordinary performance.” – Jack Welch, Former Chairman and CEO of General Electric

Leadership is “organizing a group of people to achieve a common goal.” As a leader, you may or may not have any formal authority. You may be the president of your organization or you may be in an entry level sales position. There are many things that determine your ability to lead, including your ability to positively interact with others, your behavior, your vision, your values, your charisma and your intelligence, among others. One of the key traits of a great leader is the ability to execute at a high level.

As a leader in charge of execution, what do you do? How do you keep from being a micromanager, caught up in the details of running the business? The answer is to exhibit the seven essential behaviors of successful execution management discussed in Larry Bossidy and Ram Charan’s book, “Execution.”

Seven Essential Behaviors

Know your people and your business.

Are you familiar with the details of your business? Are you spending time with your people? Are you asking questions and understanding how they spend their time? Are you only getting your information from your direct reports and peers or are you talking to others in the organization like teammates that work in other departments and customers to understand the details of your business? Leaders know what is going on in their business.

Insist on realism.

Most of us in business and sales are optimists. We always expect the best outcome. That is great, but as eternal optimists we can’t avoid reality. Make sure you are being honest with yourself. Look at the facts. Don’t hide mistakes. We can only make great decisions and execute at a high level if we understand the details and facts of the business. We must be realistic and set priorities against reality.

Set clear goals and priorities.

“We don’t think ourselves into a new way of acting, we act ourselves into a new way of thinking.” ― Bossidy & Charan, Execution

I like to set priorities in groups of five. A few clear priorities done well will produce much stronger and more sustainable results than many priorities done mediocre or not well. Focus on the few key priorities that will have real impact.

Follow through.

This is the area in which I see leaders fail too often. At the end of the day, your clear goals are meaningless if resources are not dedicated to those goals and actions are not happening. There must be follow through mechanisms put in place. You need key performance metrics and scheduled follow-up meetings. Everyone must know what their roles are in the process and what actions are needed.

Reward the doers.

“The foundation of changing behavior is linking rewards to performance and making the linkages transparent.” ― Bossidy & Charan, Execution

Do you want results? Then you must reward people who drive those results. We all need to recognize those who execute at a high level and move things forward for the organization. Sometimes the most meaningful reward is as simple as verbal recognition or a personal note, telling them “Great Job!” The doers are the people who should receive recognition and rewards.

Expand people’s capabilities.

One of your most important roles as a leader is to pass along your wisdom and experience to the next generation of leaders. This is imperative for your aggressive growth plan at your company or team. Teach others.

Know yourself.

We all know the importance of character. To lead execution, strong character is critical. You must have the strength of character to deal with the realities of your organization and the strength to give forthright assessments to others in the organization. You also must have the courage to make decisions that sometimes are not easy.

We need great leaders in business and sales. We need leaders with clear vision to execute at a high level to produce positive results. Your ability to lead execution has never been more crucial. Be a great leader of vision and of execution!

 

9 Ways to Best Use Time to Build Your Sports Career

9 Ways to Best Use Time to Build Your Sports Career
by Jeff Eldersveld – June 2015

The most valuable thing any sports professional can give is time. It doesn’t matter what stage in the career – looking for a job, recent hire at a job, or a seasoned veteran – because how time is spent defines one’s self and, ultimately, one’s career advancement.

Time management is often not formally taught in school or even at jobs for that matter. Yet it is directly mentioned in a vast majority of sports job descriptions. Entering college, students are thrust into an environment where they have to balance a workload of multiple classes, assignments, and extra-curricular activities. So, they become self-taught time management enthusiasts. Some students figure it out. But, what worked in college may not equate to success in the sports industry when it comes time to get a job, start a job, or continue as a seasoned veteran in this industry.

How to Best Use Time to Get a Job

Let’s focus on first-time job seekers.

  • 1. Intentional Internships: To get a job you have to have experience and to get experience you have to have a job. So, the most important use of your time should be finding an internship that directly translates to a desired occupation, rather than just accepting whatever will give course credit. Sometimes that means pursuing & creating an internship where one didn’t exist. You must intentionally commit scheduled time to develop relationships & connections. Your university, as well as the sports organizations in your area, often provide opportunities to network with executives. You should be first in line and last to leave after getting their business cards.
  • 2. Navigate Patience vs. Persistence: College students work their way through four years of school (or more) and have a job waiting for them when they graduate. Wrong. Not in sports! In a perfect world, sports administration programs would have rolling graduation dates to coincide with the off-seasons of the four major professional sports. Because that is not a reality, most first-time job seekers must be patient. The hiring cycle in sports does not always fit with recruiting practices of corporate America.

While patience is necessary, persistence is required to make sure your resume floats to the top of the pile when a job opens. Time must be spent reaching out to prospective employers letting them know about a related school project, something you saw in the S3 Report (duh), or some form of warm and NOT random conversation. Then when a job does open up, the decision becomes much easier on who the employer should reach out to first.

How to Best Use Time as a Recent Hire

Too many want to rush this stage without taking the time to develop their skill sets, instead diverting focus by looking for the next promotion or better job opportunity.

Figure1-Candour1
Linking Candour to Leadership
  • 3. Train like it’s a marathon, not a sprint: Rarely does someone become General Manager or Vice President before the age of 30. Developing leadership competencies (see right) don’t happen overnight or even in a few years.  Marathon runners are known for superior endurance and mental toughness. Half of running a marathon (other than the 26.2 miles) is believing it can be done. Time must be devoted to training, learning how to crash through “the wall,” and sacrificing momentary pain for long-term accomplishment.

Recent hires need to work like this. Impress the person who hired you by showing a high level of commitment and ability to accomplish delegated tasks. It may seem tough to endure while wondering if that promotion is ever going to come. That is a mental block or wall to overcome. Stay focused on the task at hand. Gradually earn more responsibility as you train, ready to go the entire distance. Don’t be the one who stops halfway and hops on the bus for the easy ride back home.

How to Best Use Time as a Seasoned Veteran

As you develop leadership skills and are in a position to lead and help others, two of the best ways to use your time are to give back and to work with the right people.

  • 4. Give Back: To become a “seasoned veteran,” others had to help along the way. Devote time to the next generation of up-and-coming sports industry superstars. These superstars could be looking for internships, first-time jobs, or taking a step to further their careers. But one thing is the same: a knowledge transfer from a veteran is what will help pave the way for the superstar’s future success.
  • 5. Hire the Right People: There is no better way to spend time than building a highly functional team. The trick is to identify resources during one’s career that produce top talent either by coming up through a highly reputable organization (led by seasoned veterans) or college students who have been given a superstar skill set by their institutions. Once these areas have been identified, finding the right people becomes much more efficient. And with efficiency comes better productivity and more time to train – making the team that much better.

Time is Always Needed for This

Here are a few exercises to practice no matter what career stage.

  • 6. Say Thank You: Handwritten notes are still king because they take time to write. But, don’t neglect a verbal thank you, either. Whether in the office or over the phone, saying thank you preaches humility – which is also why this act should be done to subordinates as much as superiors.
  • 7. Learn More to Teach More: Take time to find your inner curiosity. Discover something new like learning HTML or attending an online seminar. Better yet, gain new knowledge and disseminate that knowledge amongst peers and coworkers. It doesn’t help anyone when knowledge is concealed.
  • 8. Call Your Family: Whether it’s a special occasion like Father’s Day or just the start of a new week or month, make a point to reach out to your family – especially Mom and Dad. They are, after all, the ultimate seasoned veterans.
  • 9. Find Your Happy Place: Everyone goes through difficult days where stress pops up in unforeseen ways. Powering through it some days may work but use these opportunities to “take a lap” around the office. With most teams, a lap means walking around the arena to clear the mind and refocus but it could also be in the form of a physical workout.

Cover photo courtesy of Jeff Davidson.

 

What Do You Want To Be Known For?

What Do You Want To Be Known For?
by Dawn Turner – May 2015

Is there a difference in work ethic across generations?

Some say that work ethic has decreased from Gen X to Gen Y. Others say that it varies by individual and their upbringing. Millennials need to be aware of potential generational biases and even seek to overcompensate in order to prove such theories do not apply to them.

To combat this type of thinking–whether you are a Baby Boomer, Gen X, Y or Z–ask yourself: What do I want to be known for?  A hard worker? A leader? Someone loyal and willing to do whatever the job requires? Next, think about what you don’t want to be known for: lazy, not being a team player, dishonest, disloyal, or a bridge burner.

Burning bridges

burning-bridgeAt a recent sports industry meeting, two people on the same day separately voiced similar complaints about the need to teach today’s young adults about how burning bridges early in their careers can come back to bite them. This got me to thinking about the generational attributes I have been reading about and what we can do to help educate future generations.

The first story I heard was about a young worker who moved from organization A to organization B. After being in the new position for six weeks, the worker received a call from organization A and decided to move back. This turned out to be a rather abrupt move that left organization B in a lurch. The second story I heard was about a recent graduate hired by an organization that they really wanted to work for. This person did a great job and was promoted after just a few weeks, only to decide to depart for a job with an external client.

In both situations the organizations put their faith and resources in these young workers, but were left in the lurch. Even though organizations move on, they will never forget how these two young workers handled these situations. The industry is so small, it is virtually certain word travels around to others. In any case, future interviews will be difficult because hiring managers routinely contact previous employers.

Short term vs. Long term

In the short-term these situations may not seem that crucial. But, it could come back to haunt them in the long-term. Let’s play this out hypothetically using the first example. Once the worker went back to organization A, they stayed there for five years until they got tired of the winter weather.  During that time the president of organization B decided to move to California and run organization C. Since the worker was seeking employment in a warmer climate they applied for a job with organization C. The new president of organization C saw their name come through and remembered how they handled things five years prior. They told their hiring managers not to bother interviewing this candidate and also told their friends at organizations D, E and F (also in California) that they would not recommend this worker. Organizations D, E and F shared this information with their friends at organizations G, H and I who then pass the information to organizations J, K and L. At this point it is very difficult for the worker to get an interview in the industry, let alone in their preferred state of California.

Here’s another real life example. A professional sports organization hired a college student for an internship. The intern turned out not to be very reliable and folks in the organization decided this person was not cut out for full-time employment. A few years later the former intern realized they were not mature enough to handle the work while they were an intern and called to apologize. When they called they explained how they have matured and are ready to take things seriously. Do you think the organization hired them for a full-time opening? No way! This is very unfortunate, because even though people may change, they already made negative impressions.

Who are you?

In my nearly 20-year career I have seen a variety of scenarios similar to these play out, not many of which are positive. The time to take personal responsibility for who we are and what we want to be know for starts now.  Am I a team player? Am I clear about my goals and aspirations? Am I easy to work with? Will my coworkers and managers give me a good review and 100% recommendation?

We should all ask ourselves these questions. If we present ourselves in the best way possible, it really doesn’t matter what the studies say about generations. What matters is who I am and how others see me.

Treating others how we expect to be treated should be toward the top of everyone’s list. As long as we always remember this, we won’t need to worry about making poor decisions that have negative repercussions down the line.


Cover table source: http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

 

 

5 Tips For Managing in a Social Selling Environment

5 Tips For Managing in a Social Selling Environment
by Justin Gurney – April 2015

Does this sound familiar?

“Great job Brandon! You made 150 calls today, those will be sure to turn into sales, so keep it up.”

“Ryan, wow you set 10 appointments this week leading the way.”

“Mark, you were on the phone for 200 minutes today, way to dig in with your prospects!”


Whether you are a sales manager or sales rep, it probably does. It’s how most sales managers in sports manage. In fact, I did this same thing and even copied my CMO and VP of Sales on this e-mail every day so they could chime in and reinforce the point.

How did my top reps respond to this?

  • I had to write up the top performing rep in the entire company for faking calls and even fire a couple of talented ones.
  • One of the most talented Inside Sales reps I ever had went to Enterprise Rent-A-Car rather than accepting a promotion to Group Sales.
  • Rep burnout –
    • What they say: “I want to manage one day.” What they mean: : “I want to manage so I don’t have to deal with these annoying Hustle Metrics.”
    • What they say: “I want to ultimately get into marketing.” What they mean: “I can’t see myself doing this much longer.”
    • What they don’t say: “I want to be a career sales person!”

Do you want to be a manager?

When I asked one of the top performing sales reps at Linkedin if she wants to manage one day she responded by saying…

“Absolutely NOT, who would want to deal with all that comes with managing when I can control my own paycheck, have total autonomy, and be challenged by working with different businesses every day.”

Note: This particular sales professional was recruited to Linkedin from a world of “pounding the phones” because she discovered how to use Social Selling to become more efficient.

My reaction? “WOW!”

In three years working in the NBA’s Team Marketing and Business Operations Department, meeting with hundreds of sellers at various levels, I don’t think I’ve heard one sales rep, at any level, say something like that to me.

I could site a number of different research projects that show that this kind of sales environment is BAD – regardless of the source–because we know sales rep tenure drives business growth and rep turnover costs a lot.

So how do we solve this?

There is one finding, above all, that I learned directly from a Linkedin study of 100,000 business professionals that inspired me to study and understand social selling:

[dropshadowbox align=”center” effect=”lifted-both” width=”550px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Sales professionals with a high “Social Selling Index” feel more inspired at work.[/dropshadowbox]

So, what are Linkedin managers doing differently to attract top performing sales reps that are grinding out hundreds of calls/day and turning them into inspired sales professionals?

My co-workers at TMBO and I recently took a field trip to the Linkedin office at the Empire State Building for a “Managing in a Social Selling World” training session. Here are the 5 keys to success for managers:

1. Become The Expert

Social selling is here to stay and sales managers have to master it in order to manage it. This will take time, effort, energy and intellectual curiosity. I’ve been studying this now for over a year and I learn something new every day. If we aren’t willing to to take the time to master this than #2-#5 aren’t possible.

2. Train, Train, Train

Did you know that sales reps forget 87% of sales training after a month and 70% of it within a week?[ref]Download the report from Qvidian [/ref] Once we become the expert, we must reinforce how to weave social selling into the sales process. Don’t flip a switch or pile more work on top of the 100 call minimum. Share success stories on how to build a proper profile, how to use Advanced Search, how to ask for a warm introduction or referral, how to write a proper connection request or inMail, and how to maximize groups.

3. Practice What We Preach

Be active on Linkedin. Connect with your reps’ top clients. Post sharable content. Do everything top performing reps are doing. Pull up profiles in your one-on-ones. Coach your reps on how they can use Linkedin to find a warm introduction or engage with insights. This is way better in one-on-ones than reinforcing that reps are not making enough calls.

4. Use Social Selling Index as a Primary Measurement tool

Click Here to Understand the New Formula For Calculating Social Selling Index. Caution for control freaks out there, you are going to have to learn to let go – but your reps will be more inspired and love the autonomy.

5. Reverse Pipeline Management

Rather than focusing on how many calls are made or appointments are set, first focus on sales! Sales reps gravitate to what we measure and recognize. If we continue rewarding quantity in the first stage of the sales pipeline, regardless of quality, we will continue to have high rep burnout and fake phone calls.

On the flip side, recognizing and rewarding sales performance along the pipeline, regardless of whether it was through e-mail, text, in-mail, networking events, in arena activity, etc. will lead to more inspired sales professionals. In fact, you may want to remove the term “Hustle Metrics” altogether.