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For another client, the HR VP left the company, while leaders were not certain about their future needs. The third acting role was for a company that was conducting an active search for a new HR Vice President. A variety of surveys have been done, from employee engagement and satisfaction surveys, to surveys on stock options and incentive plans. The merger and acquisition best practice study answered the question about what other companies are doing around technical integration. In addition to the M&A best practices study on technical integration, work has been done in an HR capacity to add a 140 person company to a 200 person company.
A major medical facility needed help in projecting its staffing needs for the coming five years. Numerous HR audits have been conducted, and handbooks and manager’s guides have been written. Sexual harassment training, interview skills training, and managing to company guidelines training has been conducted in numerous companies, always customized to exactly what the client needs.
The client company was centralizing its benefits function into a call center from regional management. This methodology was repeated in a small nonprofit foundation, and another nonprofit, resulting in strategic clarity and a detailed roadmap of what work needed to be done. There is an increasing pool of research—from respected organizations like Gallup and the Harvard Business Review, and also many newer research firms— demonstrating that the costs of a bad hire in B2B sales, more than any other functional group, are enormous. The annual impact of having a poor performer on the team can be estimated at $1,360,000 (including lost revenue, lost clients, and extra management costs). CSO Insights, a sales research firm, puts out statistics it gathers every year from surveys it does with over 2500 companies. They found that only 58.2% of B2B sales reps made quota in 2013 out of the 2500+ companies surveyed.
As you can see from the first graphic, training gives a one-time boost in sales behaviour and results, but people quickly slip back into their old familiar behaviour without coaching reinforcement, and increases in sales are negligible. However, with coaching after training, you can see that although there is a slight dip in both graphics right after training, the sales people who received coaching keep getting better and better results. Through all of my coaching years, I have found that coaching costs very little compared to the increased results that have occurred.
So, if you truly want to grow your business, you need to have your sales people trained and coached by professionals. In order to be accurate, you need to have some kind of measurement system in place to give you metrics about how someone is performing all the way through the sales cycle. You need to measure everything right through the sales cycle, until you either lose or win the business. As you can see, in order for your company to meet its revenue targets in any year, you need to be implementing coaching in your business. This coaching should also include the executives of your company, so everyone is on the same page.


Are your sales reps, marketers and executives getting the training and coaching they need to understand sales and marketing better, and to able to reach quotas? If not, please Contact Me through my email below, and let’s talk about how your sales reps and marketers can help grow your business the right way. I have also produced three videos on the three skills most B2B sales people lack that keep them reaching quota.
Her ability to connect with each business owner, by addressing each person's unique talents and specific needs, was absolutely incredible. Are you looking for mentoring support for your marketing team, techniques in selling for your sales teams or coaching skills training for your managers? Maybe you’re struggling in a leadership role searching for that elusive spark to ignite the cultural change your organization needs to unleash its true potential? Have you accomplished a lot, yet feel like you have outgrown where you are, or that something important might still be missing? Do you sometimes feel that deeper more meaningful success is possible in your life, career or business? Are you looking for the very best in professional support to leverage your strengths, and finally make those important changes that really matter to you?
It is our passion to work one-on-one in a coaching environment for you to make powerful changes and get far more meaningful results in your life, career and business. We do not give advice, that would be too easy and you wouldn’t necessarily have to act.
Our coaching clients include company presidents, people in transition, sales managers, sales executives, department heads and entry level employees.
During the six-month period in the acting role, significant streamlining of processes, and increased trust in HR was accomplished while conducting layoffs.
While conducting the daily HR activities, managing the search and screening candidates was a priority.
In addition, two major best practices studies were conducted, one on mergers and acquisitions, and one on manufacturing. The outcome was a merger and acquisition handbook with step by step guides on processes to follow. A senior operations executive wanted to know what best practices existed in the area of operations, and what organizational structures supported and contributed to those best practices. An assessment, including a 360 evaluation with interviews, was conducted resulting in a development plan. They were expanding their facilities, and said that they had an aging workforce problem, especially nurses. Injury and Illness Prevention Plans have been written, and sexual harassment investigations have been conducted. We started with defining how many processes they had (over 80), narrowed down those that were most broken (10), and conducted Process Redesign Workshops to reengineer these processes. Most B2B companies tend to grossly underestimate the negative consequences a bad sales hire can bring to their company.


Therefore, the impact of brand and market-share erosion over time, of a sub-par salesperson, can have grave consequences for your company. This is true for executives, business owners, and especially for sales and marketing people. The other four factors are fairly self-explanatory, but let’s have a look at what is needed to be accurate, and why it is important to be accurate.
Does she qualify prospects well, so she’s not chasing people that aren’t going to buy right now? Is he demonstrating your system properly, or does he do it too early or too late in the sales cycle? We coach you through a planning and empowering process helping you get very clear on what you most want, creating a great plan that aligns with your values and builds on your strengths, and supporting you to make all the changes needed to achieve the outcomes you desire. They continually thank us for helping them achieve a dream or getting to the next level in their journey to feeling fulfilled, eliminate stress and achieving new results. All Rights Reserved.Integrity Selling®, Integrity Coaching®, Integrity Service®, Managing Goal Achievement® are trademarks owned by Integrity Solutions, Inc.
During that time, the company made an acquisition that was nearby.  In addition to managing all the HR functions in two local offices, work on the acquisition was done.
In addition, participating companies contributed their integration checklists, which were consolidated to create a master checklist. Fifteen companies were examined, based on input from Operations experts at four major universities. By including regional representatives, and starting with a “straw” process, we were able to end up with processes that everyone could buy in to and implement. Generally working together once a week for 4 weeks and then adjusting the coaching sessions to either every other week or once a month.
The company had not previously formulated nor documented any processes in its previous acquisitions, and its key executive was leaving the company.
By taking their existing data from their HR database, and making basic assumptions about retirement, we were able to forecast the need to replace the entire workforce within that five year period.
Participants went from feeling that their jobs were in jeopardy to embracing the changes and realizing that there was more value-added work they could do. Because turnover was the only factor under their control, we looked at turnover by reason, and by tenure of the person leaving.
Some turnover was not avoidable (people moving, etc.) so we focused on what they could influence.



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