meet the team jason forrest chief sales officer and chief learning officer jamie clark certified...
TRANSCRIPT
ABOUT FORREST PERFORMANCE GROUP
MEET THE TEAM
Jason ForrestChief Sales Officer and Chief Learning Officer
Jamie ClarkCertified Forrest Performance Group Instructor
DEFINITION OF A LEADER:
“A leader is a person that you follow to a place you would not go to on your own.”
- Joel Barker
DEFINITION OF LEADING:
"... that process in which one person sets the purpose or direction for one or
more other persons, and gets them to move along together with him or her
and with each other in that direction competently and with full
commitment.”
- Jaques and Clement, Executive Leadership
ABOUT FORREST PERFORMANCE GROUP
WHO WE ARE
Forrest Performance Group is committed to providing relevant training to participants. Trainers are leaders first and trained to adapt training sessions to current market
challenges.
Transformative Growth
No other trainers are coaching to make each professional a
“leader.” We teach employees to become professionals by
mastering their skills, so they are confident in their own
abilities.
Sustainability
Rather than a one-day seminar that will motivate for a few months but drop off later, we implement an entire system, philosophy
and mindset shift.
Out of the Box
Our training develops professionals by changing
the culture of the company for which they work. Transforming from the top down and bottom
up simultaneously.
THE FACTS
MOST TRAININGS END WITH THE SEMINAR, THAT’S WHERE OURS BEGINS
Productivity increases
22%from seminars and events
alone.
Productivity increases
88%with seminars, follow-ups
and management coaching.
CULTURAL ACCOUNTABILITY
BUILDING A SUSTAINABLE MODEL
Hiring
We work with sales leaders to hire strategically – focusing on long-term goals rather than short
term needs.
One of the most crucial aspects of training is building a sustainable model--one that hires the right people, coaches them, and provides an environment and culture that are conducive to
overall goals.
Systems
Developing and polishing systems to line up with
overall goals and direction.
Culture
Perhaps one of the most important aspects of any organization is building a
positive, sustainable culture.
Diagnostics
Objective assessments for pre-hire and coaching
solutions.
Executive Coaching
The most effective environments include buy-in and coaching from the top
down. In our program, leaders get trained too!
Compensation
Building compensation packages that are in line with overall mission and create an achievement-
driven culture.
BEFORE/AFTER COMPARISON
Defensive Cultures VS. Offensive Cultures
DEFENSIVE OFFENSIVE
Hiring
Leadership
Culture
Accountability
Sustainability
Results
Hire to fill short-term needs.
Managers count sales.
Results depend on circumstances.
Over-regulation and micromanagement.
Progress is quickly undone by habit.
Inconsistent due to above factors being incongruent.
Proactive hiring strategy for long-term goals.
Coaches create sales.
Success is in your own hands.
Beliefs that drive behaviors are addressed.
Sustainable by addressing root causes.
Above factors are congruent for the desired result.
KOTTER’S 8 STEPS
Based on the books and articles by John
P. Kotter© 2012 Harvard Business School
Publishing
LEADERSHIP CULTURE
13 Actions to Transform a Culture
1 53 4 6 7 8 92 10 11 12 13
1. Collect Data
2. Present Data to Leadership. Undercover Boss to observe behaviors.
9. Improve drive.
10. Create action plans for two more strategies. Improve accountability.
11. Reflect on growth. Improve trust.
5. Create action plan for two strategies to grow. Improve accountability. Create structures and systems. Create roles and responsibilities.
6. Improve trust. Create rewards and recognition.
3. Present data to company. Leadership huddles begin. Create vision, mission, strategy.
4. Department huddles begin. BUILD values. Collect 360 data for leaders. Create vision, mission, strategy.
7. Improve dialog. Create scorecards and metrics.
8. Create action plans for two more strategies.
12. Collect cultural data. Improve dialog.
13. Improve excellence. Create action plans to continue shrinking the cultural gap.
CULTURE AND PERFORMANCE
Kotter & Heskett: Study of 207 firms over an eleven year period as reported in their book Corporate Culture and Performance
UnadaptiveCulture
AdaptiveCulture
682%
901%
282%
756%
166%
Revenue
74%
Stock Prices
36%
Workforce
1%
Net Income
Based on the books and articles by John
P. Kotter© 2012 Harvard Business School
Publishing
