1. Leadership
for GIP

2. What does a leader do?
Purpose
Performance
Culture and Behaviors
People

3. Purpose
Purpose Reflection?
• On a blank piece of paper write:
• Who are your heroes?
• Why are they your heroes?
• Why are of so many of our stories about heroes?

4. How Purpose pushes your team
Realization of
Success
Vision
Breakthrough
from a
Mentor—
Purpose
Challenges
Guilt, fear, exhaustion, anger
“I can’t do it” “I’m not the
right person” “It’s unfair”

5. Purpose
Team purpose Reflection
• On a blank piece of paper, write:
• What is your team fighting for?
• When is the last time your team talked about your purpose?
• What was the most challenging decision you’ve made in your current team
experience?
• Did you consider your team purpose in making that decision?
• Make a list of your team members. For each one, what is their main
motivation? Is it connected to the purpose of your team?

6. Purpose
How to lead your team with purpose. . .
• Make sure there’s something your team is fighting for, something you
can be proud of
• Remind your team of their purpose
• Role-model being purpose-driven by putting your purpose at the center
of important decisions
• Help each person in your team connect with the team’s purpose,
sometimes it takes baby steps

7. Performance
How do you make a performing
team?
Make Your
Team Ready
Make Them
Perform
Help Them
Perform
Better

8. Performance
How do you make a performing
team?
• Capture the Early Success Window!
• Train people fast
• Make all of the content they need to learn to do their jobs
• Teach it to them in one week
• Give people assignments to practice what they’re learning from
Week 2

9. Performance
How do you make a performing
team?
• Set weekly standard of performance and hold people
accountable to it
• 1 sales meeting per week
• Every account moved one step in the process every week
• For you what will that standard be?

10. Performance
Seller
How do you make a performing
team?
Contacts
Sales Meetings Booked
Leads
TNs Ra
TNs Ma
TNs Re
TNs Re-Ra
Rafael
8
6
1
2
2
0
0
Alica
9
3
3
10
0
0
0
Joseph
4
0
0
0
0
0
0
Cole
14
11
7
12
8
5
14
•
•
•
•
•
What should we do with Joseph?
What should we do with Cole?
What coaching does Rafael need?
What coaching does Alica need?
What assignment could you give to each person to improve their performance?

11. Performance
How do you use this to make
your team perform?
• Be consistent and track these KPIs every week. Don’t accept excuses
• If people are not meeting the minimum standards, meet with them one time to
understand why and set a plan for them to get back on track. If they still don’t
perform, fire them
• That person needs this for their development
• Your team needs you focusing on them and not someone who doesn’t want development
• Every leader learns this lesson—it’s just a matter of how much they fuck up before they do
• Be the role model

12. Performance
Cole’s sales team
Are all of these
sales people?
How does this
compare to your
LC?

13. Performance
Cole’s sales team

14. Performance
Cole’s sales team

15. Performance
How do you use this to make
your team perform?
• On a piece of paper, write:
• What KPI will you track your team on every week?
• For each of your team members, put them in three categories
• Awesomely performing (they are at or ahead of your standard)
• Not performing, but they have potential to be an awesome performer
• Not performing. It’s time to give them a final chance and fire them in two weeks if necessary
• Be the role model

16. Performance
What did this team achieve?
• Most sales intensity in the country after 3 months
• #1 iGIP LC the next year
• 4 of my sales team went to EB roles
• 4 were on NST
• 1 went to MC
• 1 applied for MCP

17. People
What Does It Mean to Lead
People?

18. People
Leading people’s outer
journeys
• On a blank piece of paper, write each of your team members
• What is each person’s goal, in terms of results?
• For that person to achieve their results, are you pushing each person too much,
the right amount, or not enough?
• What support does each person need to perform?
• Have you made sure they get that support?

19. People
Leading people’s outer
journeys
• Have clear goals, clear strategies, and empower your
team to achieve them
• Be demanding—push your team to strive for excellence
• Make the team and yourself the person’s support
system

20. People
Providing spaces for the outer
journey
• Team meetings for the outer journey
• Keep people clear on vision and goals
• Track goals and show everyone’s results
• Facilitate support for people’s bottlenecks

21. People
Leading people’s inner
journeys
• On a blank piece of paper, write each of your team members:
• For each person, who are they trying to become—what is the
development they’re seeking (personal goals)?
• How does their role help them become that person?
• When is the last time you spoke to your team member about their
development?

22. People
Leading people’s inner
journeys
• Know what your team members want out of their role—in terms of
personal development
• Treat them as though they are that person, and hold them accountable
for being the better version of themselves

23. People
Providing spaces for the Inner
journey
• Coaching sessions for the inner journey
• Understand people’s self-assessment of performance
• Give people honest feedback
• I feel like you’re scared
• I think you can work harder
• I feel like you need validation too much
• Fight for the better version of your team member in coaching them
• Make changes in the role or give people assignments to help them be more successful

24. People
Providing spaces for the Inner
journey
• Team days for the inner journey
• Shared reflections on people’s challenges, accomplishments, and
learnings
• Honest feedback between the team members
• Understanding of people’s values
• Visioning the future and making commitments
• Surprise people, do thoughtful things for them

25. People
What do Your People Need From
You?
• Honesty, even when it’s difficult
• Accountability, especially firing them if that’s
what they need
• Support in overcoming their bottlenecks

26. Recap
Purpose
Performance
Culture and Behaviors
People

27. purpose
Realization of
Success
Vision
Breakthrough
from a
Mentor—
Purpose
Challenges
Guilt, fear, exhaustion, anger
“I can’t do it” “I’m not the
right person” “It’s unfair”

28. performance
Seller
Contacts
Sales Meetings Booked
Leads
TNs Ra
TNs Ma
TNs Re
TNs Re-Ra
Rafael
8
6
1
2
2
0
0
Alica
9
3
3
10
0
0
0
Joseph
4
0
0
0
0
0
0
Cole
14
11
7
12
8
5
14

29. people