S3 Board Member Spotlight: Kris Katseanes, FC Dallas

S3 Board Member Spotlight: Kris Katseanes, FC Dallas
by Travis Martin – January 2013

Kris Katseanes, Vice President of Ticket Sales and Service for FC Dallas, has been an invaluable member of the S3 Advisory Board. Because of Kris’ leadership and willingness to mentor the careers of young people entering the profession, Baylor’s S3 program annually places interns and new employees with FC Dallas.

Kris Katseanes
Kris Katseanes

Each fall semester Katseanes visits the Baylor campus to interview S3 students for internships the following summer. For most juniors this is the first real interview with a team. Katseanes helps calm the tension as students walk into the one-on-one interviews. As with other on-campus interviews with board members, students meet with the S3 Program Director, Dr. Darryl Lehnus, to help learn for the next interview.

All the students who meet with Mr. Katseanes quickly learn about his opinion of the value of hard work. His strong work ethic was instilled in him since he was a boy. Growing up on a potato farm, hard work was the only way to go when your day starts at 4:00 am.

One demonstration of this kind of dedication came one afternoon when Katseanes found inefficiencies in the team’s database. Salespeople were wasting time and it was clear the system needed organizing. Since the team did not have a specific person assigned to the database, Katseanes took it upon himself to work from 7:00 pm that night to 7:00 am to clean up the leads in the system. This not only helped them gain more sales, but gained admiration around the office for making everyone’s life easier.

Along with integrity and networking, work ethic represents part of the Baylor S3 W-I-N acronym instilled in students. Katseanes believes we reap what we sow and luck finds people who work hard. For young professionals, the best way to improve your career is to volunteer for anything and everything. This puts you ahead of the person next to you and gets you noticed by the right people.

“But, you have to be careful,” Katseanes says. “I see young professionals always looking to the next step so much that they can’t be content with the current. The grass isn’t always greener on the other side, so find a place where you can be happy.”

Vice President of Marketing, Communications & Strategic Planning FC Dallas
Kelly Weller

“He’s fair, creative, solution and result oriented,” said Kelly Weller, Vice President of Marketing, Communications & Strategic Planning with FC Dallas. “Everyone has a chance to succeed with him.  They are given all the tools, resources and time to perform their best to not only hit their individual goals, but to help achieve the overall objectives of the company.  He’s one of a kind in my book!”

Katseanes loves working with the S3 program because of the leadership the program offers to its students. At FC Dallas, Katseanes has developed a leadership development program that helps employees set written goals with measurable results and deadlines. Katseanes enjoys working with the the S3 professors and S3 graduates, because the emphasis is on preparing to enter a career and not just get a job.

How to change behaviors of salespeople

by Dan Rockwell – January 2013

As manager, your job is bringing out the best in others by the way you interact with them. Well timed, well executed conversations change people’s lives. Poorly timed, unprepared conversations damage the individual salesperson and the team who interacts with him or her.

First: Determine and affirm aspirations and goals.

Never have conversations about an individual’s life, strengths, weaknesses, or potential until you understand their hopes and dreams.

People open their hearts to people who understand their hearts.

Second: Explore strengths and weaknesses in the context of aspirations.

[dropshadowbox align=”right” effect=”lifted-both” width=”250px” height=”” background_color=”#ffffff” border_width=”1″ border_color=”#dddddd” ]Top Three Takeaways

  1. Well timed, well executed conversations change people’s lives.
  2. If people see you as being too critical it’s because you press on the negatives and don’t express the positives.
  3. Craft strategies with them not for them.

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Ask:

What strengths propel you toward fulfilling your dream? What weaknesses hinder progress?
Which strengths are most useful to taking the next step?
Which weaknesses are most detrimental to forward movement?

Third:  Address negatives without being a downer.

If you’re addressing weaknesses, try two questions at once. “What behaviors and qualities will enhance your progress and what qualities and behaviors will hinder your success?” Always address negatives in the context of positives.

If people see you as being too critical it’s because you press on the negatives and don’t express the positives.

Affirm strengths by explaining practical benefit and positive potential. Address weakness by exploring how they hinder aspirations.

Use positive qualities as foundations to discuss behaviors that need improvement. For example, if you’re having conversations with a goal oriented person. Open the “you need improvement” part of the conversation by asking, “A goal oriented person may walk on others, how might that be true of you?”

Jay Miller

Fourth: Craft strategies with them not for them.

After they identify strengths and weaknesses, craft strategies that better move them forward with them. You may feel you know the best answer but they must find their own. Embrace their journey.

Fifth: Focus more on positives than negatives.

If you bring something up that creates frustration or anger, pull back. But, know that anger indicates it matters. Touch the topic at another time. They just aren’t ready to deal with it yet.

Discuss with your sales team

Jay Miller, Executive Vice President for the Texas Rangers, says, “People buy from people they like and trust. The way I show salespeople how that works is take them with me on sales calls. Then the salesperson is open to listening and wants to learn. That’s when I have the chance to have the kinds of conversations to change people’s lives, to really help them. Now  they like and trust me—and they’ll buy what I’m saying to them.”

If  managers only criticize, will anybody be buying what they’re selling?

How do you have conversations that move people forward?

What types of conversations haven’t worked for you in the past?

Learning how to lead: Helping

Learning how to lead: Helping
by Dan Rockwell – January 2013

How can I help?

New leaders find giving help easier than receiving help but receiving is necessary. Supporting others earns promotions. Receiving help expands impact and maximizes the talents of others.

Doug Conant, author and former CEO of Campbell’s Soup, has a leadership model that centers around the question, “How can I help?” Check out his book, Touch Points. (Highly recommended reading)

If you follow Doug’s example, and consistently ask, “How can I help?” others will begin asking you the same question. Don’t be shy. Tell them! Explaining how to help helps healthy teams support each other.

“Counter to conventional thinking, asking for help from others demonstrates strength and confidence,” adds David Peart, Senior Vice President at the Pittsburgh Penguins. “Engaging others for help also fosters a collaborative spirit within a corporate culture. That’s valuable and empowering for an organization and an individual leader.”

David Peart

Some examples of explaining how to help:

  1. “I need a few sips of coffee before being bombarded with questions in the morning.”
  2. “Bring solutions with problems.”
  3. “Tell me what hasn’t worked.”
  4. “Tell me what you want, first, and then explain the issue.”

Does your team know what support looks like to you?

Does your team know your preferred work style?

Are you frustrated by interactions that could easily change?

Getting help from others is a way of giving help to those who want you to succeed.

“How can I help?” is a powerful question. Ask it often. Furthermore, when someone asks you, “How can I help?” answer clearly.

  1. It’s helpful when…
  2. You can help me by…
  3. I could use your help with…
  4. I’m working on…
  5. I enjoy it when…

Saying, “Here’s how to help me,” enables team members to contribute more effectively. If you don’t receive help, you won’t go far.

Bonus: When someone helps, thank them.

Discussion with your sales team

What can others do to help you?

It’s helpful when _______.