Archive for henry bedford

4 Types of Leadership

Posted in dustin hillis, Leadership Coaching with tags , , , , , on January 25, 2013 by Dustin Hillis

4 Types of Leadership

How to be a Navigate Leader

Recently, I was riding in the car with a consulting client field shadowing and listening to him coach his newly-acquired team.  He is a classic Top Producer who was promoted into sales management without any leadership training.  (I see this happen all the time!  Why do we put so much effort in recruiting the right sales person, getting them on-boarded, continuing training them and coaching them to ensure they are successful?  But when we promote someone into a leadership position, we just throw them into the fire and say, “good luck with this mess”.   What’s ironic for a top producer is that usually becoming a manager means a decrease in pay!  Yet this conundrum happens all the time.)  This rookie manager was talking with new salespeople, veterans, top producers and average producers and was managing them all the exact same way.  After listening to four calls, my coaching radar was going off that this new manager needed some leadership coaching on the 4 types of Navigate Leadership.

One of the most important things I learned on the topic of leadership early in my career was from a book I read by Ron Marks called Managing for Sales Results.  It the book Marks talks about the fact that there are four different types of leadership that different team members need based on where they are at in their career.  A common mistake is to treat every team member the same way, or treat them the way you would want to be treated.  The best leaders understand you have to be a Navigate Leader and manage each person on your team the way they would want to be managed.

4 Types of Leadership

4 Types of Leadership

There are 4 types of team members that need 4 different types of leadership that you need to understand to become a Navigator Leader.

4 types of team members:

1.  Low Motivation and Low Skills and Knowledge.

2.  Low Motivation and High Skills and Knowledge.

3.  High Motivation and Low Skills and Knowledge.

4.  High Motivation and High Skills and Knowledge.

Now that you know the 4 types of team members, take a moment and create a flow chart of your entire team and categorize every person into one of the 4 categories.  Now that you have an understanding where each team member is, it’s time to Navigate how you lead each one of them.

4 Types of Navigate Leadership:

1.    Directive Leadership:  For people with low skill and low motivation.

When someone knows hardly anything about how to do the job, the product or what to do… they need to be told what to do!  Most leaders make the mistake of thinking people don’t want to be told what to do, and that is not true for this group of people.  Rookies need directive leadership on a regular basis.

This can be difficult for leaders who are naturally macro-managers.  I remember the first personal assistant I hired.  I didn’t want to come across as “bossy” so I let her set her hours, keep track of her to-do list and come to me when she needed help.  Well, that lasted for about 6 weeks and she quit!  Then I hired another assistant and she quit!  Then I realized they were quitting because they were not feeling supported.  During someone’s first year of being on your team, they need for you to hold their hand, help them over come the inevitable challenges and figure out how to be successful at their job.

2.    Inspirational Leadership:  For people with high skill and low motivation.

Old dogs can learn new tricks… you just need the right bone to throw them. When working with a group of seasoned veterans, one of the biggest challenges a leader faces is keeping them motivated.

This seems to come from two areas:


1. Ego – Top dogs want to remember the good old days.  Usually they have been successful in the past, and they are trying to save face by always talking about their years of experience and how they’ve always done things.  When someone keeps doing things the same way they’ve always done, they will always get what they’ve always got… and most of the time that is not growing or moving forward.  We call this common trend “not being coachable”.  Sometimes the best way to cure, this is the follow the veteran in the field and ask them after the day is over what they think they are doing right and what they are not doing right.  Usually they will give you an excuse as to why they do things the way that they do.  When they do this, smile and ask them how that is working out for them?  Usually it’s not.

The next step is to show them how to do the job the right way.  Either you personally run the next meeting and close it by the book or you have them follow a top producer.  There is nothing more inspiring to a veteran who technically knows everything there is to know about the job, but is just too stubborn to follow the proven system, than seeing a live presentation where someone who has less experience than they do close a deal with ease by following the system.

2. Complacency – We see this all the time in businesses that have residual pay.  Once someone has been selling insurance or doing financial planning, they are making so much income from residual pay they stop working.  The best way to identify if someone is complacent is to look at their income over the past 3 years and if it hasn’t grown by at least $10,000 – $20,000 then they probably are complacent.  The best thing to do with someone who is complacent is to promote them as a new in-field trainer.  It’s amazing how hard working and re-invigorated someone becomes when they know they are the example other people are following.  Set up a follow schedule of having rookies follow someone who is complacent to “show them how to work hard at the job”.  Make sure you coach this team member in how important it is that the rookies see a really solid day of work and to be following the processes by the book.

Another great idea is to create an incentive plan based on activity.  Then create a leader-board that you publish every week with everyone’s activity.  Veterans usually hate being shown up… and when you send out everyone’s activity and who is leading the company in each category every week your competitive team members will rise to the challenge.

3.  Coaching Leadership – For people with high motivation but low technical skill and knowledge.

Average producers usually have one of two issues.  Usually it’s a lack of skill or it’s a lack of will… sometimes both!  If someone doesn’t have skill or will, at some point you have to be willing to just let them go be successful somewhere else.  So, let’s assume most of your average

producers have a high will and motivation to be successful, but they are just lacking the knowledge it takes to be a top producer.  These people don’t need “pump up calls”.  They need coaching, role-plays, video taping of their demos and having you review it with them.

Coaching is the greatest form of results-driven spaced repetition training a leader can provide.  Classroom training is what most leaders utilize; yet it is the least effective in getting real results in their team members. You should have a regularly-scheduled coaching session with each one of these team members weekly or bi-weekly.  On each call, you should review their activity numbers with them and be prepared to coach them on one thing technical and one thing emotional to help them be more successful that next week.

4.    Servant Leadership – For people with high motivation and high skill and knowledge.

Nate Vogel said it best, “Top Producers are like top of the line sports cars.  They go real fast, are expensive to fix and they really make you look good.”  If you have a Ferrari, you wouldn’t drive it the same way you would drive a VW bug.  Literally, your Ferrari can go faster and do things that a VW bug could never do.

When it comes to leading your Ferrari’s/ race horses/ Top Producers, doesn’t it make sense that they need different maintenance than your other producers?  A contest for a Top Producer should be different than a contest for your average producers.  The way you lead your Top Producers should be different than how you lead your average producers.  Typically, the best way to lead a Top Producer is through Servant Leadership.

Servant Leadership is simply being a servant to the people on your team.  While you should be a servant leader for everyone on your team, this should be the only type of management you provide to Top Producers.  Top Producers do not want to be told what to do.  They typically don’t need someone to pump them up everyday.  Top Producers who have a high motivation and high technical skills just need someone to help remove the barriers that might slow them down.  A great question to ask a Top Producer is, “is there anything I can help you with?”  If they say, “nope, I’m all good” then just make sure they are happy and having fun doing the job and let them go along their merry way.  The worst thing in the world you can do with a Top Producer is to find the one or two things they are doing wrong and try to fix them.  They just need to feel like everything they are doing is right and keep on doing what they are the best… Producing!

My wife Kyah tells me stories of when she was breaking the company record at Southwestern and she was feeling burned out from working 85 hours per week she’d call her manager and say, “I’m thinking about getting my nails done”.  Most average managers would have reminded her that would be “getting off schedule” and pressured her to keep on working, but not her manager Nate.  He was a Navigate Leader and every time she had an idea or thought he’d simply tell her “that’s a great idea.  I think you should do that.  Just call me when you’re done.”   Then she’d go take 30 minutes to do her thing, and then call him back and was refreshed and back at work.  At Southwestern, not every salesperson could handle this kind of interruption in their intense summer work schedule, but Kyah’s Navigate Leader knew that she could!

When it comes to being a “Navigator Leader”, it is important to remember to not treat everyone the way you would like to be managed.  Rather, you identify where each person on your team is in terms of their motivation and skill then you create a plan to make sure you are leading people the way they want to be lead.

For more information about the Southwestern Consulting™ Leadership Coaching program go here:

Southwestern Company / Great American Ranked In Top 5,000 Companies In America

Posted in Leadership Coaching, Sales Coaching with tags , , , , , , on September 11, 2012 by Dustin Hillis
Southwestern/Great American Inc. 5,000

Southwestern/Great American ranked in the top 5,000 companies in America by Inc.

Inc. Magazine recently ranked Southwestern/Great American as one of the top 5,000 companies in America.

For more than 30 years, Inc. has celebrated the fastest-growing private companies in America. To be honored this year is a particularly notable achievement. To rank among the 2012 Inc. 5000, Southwestern had to thrive through three of the toughest years this economy has seen in living memory. To be successful in such times takes a team with creativity, resilience and tenacity.

As an Inc. 5000 honoree, the Southwestern Family of Companies now shares a pedigree with Intuit, Zappos, Under Armour, Microsoft, Jamba Juice, Timberland, Clif Bar, Pandora, Patagonia, Oracle and other notable alumni. The class of 2012 added such powerhouses as Chobani, CDW, Levi Strauss and a little social media company called Facebook.

Several people have already asked us “how did you do it?”

The top 3 common characteristics in the Southwestern Family of Companies are:

1. Persistence:  “Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful people with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated failures. Persistence and determination alone are omnipotent.” – Calvin Coolidge
Most companies think they need to hire the right talent to be successful.  Southwestern focuses on hiring people who are willing to work hard, study hard and are teachable. Then we plug them into a proven sales system and sales culture, and that is what makes them top producing salespeople.

2. Focus On Doing What’s Right:  Henry Bedford (CEO of Southwestern) often says “It doesn’t matter who is right.  All that matters is what is right.”
The removal of the ego and being okay with “not being right” is one of the hardest things a driven business leader has to do.  Bad decisions are made when a business leader is focused on “being right” and saving face or trying to look good. It’s easy to make progress when everyone in the company is focused on doing what is right.

3. Build Your People and They Will Build a Great Company:  Spencer Hays (the majority share holder of Southwestern/Great American) has always focused on putting resources, training, coaching and consulting into his sales teams, leadership teams and team of employees.  He says that the secret to success is not having the fanciest product or technology on the market.  It’s having a quality product that your company can provide that fills a need in society.  Then focus your time and effort in hiring, training and motivating quality salespeople to serve your customers well.

For more information about how to build these types of systems in your company, fill out this form:

Leadership Tips from Dan Moore (Part 3: Leadership by Example)

Posted in Sales Coaching with tags , , , , , , , on January 30, 2012 by Dustin Hillis

Leadership By Example.

“You cannot teach what you don’t know; you cannot lead where you won’t go.”

At Southwestern ConsultingTM, we have a saying “if you want respect around here… go sell something.”  The reason I’m personally committed to working as a partner at the Southwestern Family of Companies is because the leadership lives by this philosophy, “You cannot teach what you don’t know; you cannot lead where you won’t go.”

Dan Moore

Dan Moore, the President of the Southwestern Advantage

Henry Bedford

Henry Bedford the CEO/ Chairman of the Board of the Southwestern Family of Companies

Spencer Hays

Spencer Hays the majority shareholder of all of the Southwestern Family of Companies, Founder of Tom James, and many more successful businesses

Dan, Henry, and Spencer have all personally been in the trenches and sold books door-to-door to earn their stripes at Southwestern.

When Dan Moore takes the stage, his keynote is called “Mr. Mediocrity” and he goes on to tell a story about how he personally learned how “his mind is not his friend”, and how he first learned how to use Positive Mental Attitude techniques to help rewire his negative way of thinking.  Anyone who knows Dan would agree that he is one of the most positive people on earth.  Dan personally sold books, recruited teams to sell books and managed people on the field.  When Dan recruited people, he would tell them “I’m not going to ask you to do anything that I’m not willing to do”.  Living by this philosophy is probably one of the main reasons that Dan has gone from being an intern selling books door-to-door as a college student at Harvard University to now being the President of the Southwestern Advantage.

At Southwestern ConsultingTM, we take the leadership example from Dan Moore and apply to everything we teach and do.  In order for someone to be a Southwestern ConsultingTM Certified Sales Performance Coach, they have to have 10 years of experience and certifiable awards of being a top producer.  Additionally, all of our coaches have to sell coaching in order to be a coach.  In order to be relevant and provide true value to our clients, we believe a coach’s successes in the past, books they’ve written, and amazing accomplishments they’ve achieved is what gets them in the position of being a coach.  But actually selling coaching and personally being a top producer is what makes them a great coach, and how they keep their job, and ultimately become a partner in our consulting firm!

“You cannot teach what you don’t know; you cannot lead where you won’t go.”

For more information about Southwestern ConsultingTM Sales and Leadership Coaching:

Leadership Tips from Dan Moore (part 2: Servant Leadership)

Posted in Sales Coaching with tags , , , , , , , , , on January 24, 2012 by Dustin Hillis

Leadership Tip #2: Servant Leadership

“It’s hard to be nervous when your mind is on service.”

Servant Leadership at its finest transforms lives.

Servant Leadership Dan Moore

Dan Moore is one of the best Servant Leaders I’ve ever met!  At our first Southwestern ConsultingTM Success Starts Now! TM sales training seminars, Dan not only was one of our speakers at the event…but he also was the cameraman, set-up crew and clean-up crew.  There have been countless times that we’ve been in a business meeting and Dan is the first person to stand up and get everyone a cup of coffee.  Dan is the first person to offer the best seat to someone else.  Dan is the last person to get his food.  If someone needs anything, Dan gets it or does it without hesitating.  Dan Moore is a Servant Leader.

Here are the 5 Characteristics of a true Servant Leader:

  1. They care more about other people’s success than they do their own.
  2. They listen more than they talk.
  3. They consider how all of their decisions affect their team, customers, company and other people.
  4. They never try to position themselves to take credit for success.  They give other people the credit for success instead.
  5. They live by 2 rules:
    1. Treat others the way they want to be treated.
    2. The first will be last.

Being aware of your actions and decision and being considerate of the effects on others is at the core of a Servant Leader. Being considerate does not come natural for a lot of people (myself included).  Being considerate of my teammates, my loved ones and other people in general is a discipline that as a leader I have to practice everyday.

I thank God everyday for putting Servant Leaders like Dan Moore, Henry Bedford, Steve Hillis and Spencer Hays into my life.  As a leader striving to be a true Servant Leader everyday, my goal is simple.  As Dale Carnegie suggests in his book How to Win Friends and Influence People – stop focusing on what I want and help other people get what they want in life.

Being A Servant Leader

Posted in Leadership Coaching, southwestern company, southwestern company truth with tags , , , on August 7, 2011 by Dustin Hillis

“Being a Servant Leader” is one that has been taught by people like Spencer Hays and Henry Bedford at Southwestern for over 155 years.

A large number of Executives and Managers in the world live by the attitude “It’s my way or the highway”. That attitude is backwards when it comes to motivating people. Hundreds of managers and leaders have gone through the Southwestern Consulting Manager’s Edge leadership coaching program and one of the first things discussed is the difference between a Leader and a Manager. The key principle being “you lead people and manage numbers”.

What does it mean to be a “Servant Leader”?

Servant Leaders live by the following principles:
-They always put other people ahead of themselves
-They believe “you cannot teach what you don’t know, and you cannot lead where you won’t go”
-They never ask anyone to do something they’re not whiling to do themselves
-They take the blame when things go wrong, and give the credit to the team when things go right

The ultimate Servant Leader said it best “Blessed are the meek: for they shall inherit the earth.” Ps. 37.11. 6. Great leaders are meek and humble in spirit and take this Truth to heart. It is inspiring to see leaders like Henry Bedford, and Spencer Hays in a Southwestern meeting when they grab the pot of coffee and circle around a room of salespeople refilling their cups.

Are you being a Servant Leader at your workplace, at home, and with your family and friends? Or are you interested in serving yourself and telling other people what you want them to do?

For more information about Southwestern Consulting leadership coaching and the Manger’s Edge:

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