The questions to be completed are at the end of the Word Document. There are 6 questions. I would prefer the use of Minitab or Tableau for data and graphics. If more time is needed, that is fine, but the most important thing is quality of work. Thank you.
Organizational Leadership Real-Time Feedback Sales Coaching Case Analysis As a leadership consultant, your job is to analyze the effects of real-time feedback on a business-to-business sales organization to identify performance insights and sales leadership trends. Background: A business-to-business sales organization operates in two regions, East and West. Each region contains 3 sales offices. Each sales office contains 1 sales manager and 10 sales consultants that report to the sales manager. East Region Office Locations: · Boston · NYC · Atlanta West Region Office Locations: · LA · San Francisco · Denver The sales organization recently implemented a real-time feedback app called DevelapMe. DevelapMe is used to provide real-time feedback to sales managers and sales consultants alike. Real-time feedback is provided based on interactions between sales managers and their sales consultants as they occur. Ideally, properly implemented real-time feedback increases organizational agility, transparency, and collaboration to improve performance. Feedback is accompanied by a score ranging from 1 to 5. A score of 5 represents extremely positive feedback and score of 1 represents constructive, developmental feedback. Companies that provide a mix of constructive and positive feedback typically realize the most dramatic performance improvement. In some cases, feedback was exclusively provided through the app, while in other cases feedback was entered into the app following a face-to-face or phone conversation. Feedback typically only takes a few minutes to log. Competencies and Behaviors: To drive sales performance, DevelapMe collaborated with the sales organization to develop a unique set of company-specific competencies, which are divided into sales behaviors. These competencies and sales behaviors siphon feedback into categories to identify and encourage development of behaviors crucially important to attaining organizational excellence. Sales managers and sales consultants have different roles and responsibilities. Therefore, one set of competencies and desired behaviors was developed for sales managers, and another set was developed for sales consultants. Segmenting the competencies allows sales managers and sales consultants to provide relevant, personalized feedback to each other. Sales managers provide feedback to sales consultants based on the organization’s sales coaching model. The sales consultants provide their managers feedback based on areas that impact sales force turnover and measure overall leadership performance, such as creating strong shared values among the team and treating everyone fairly. Managers provided real-time feedback to their sales consultants based on the following competencies and sales behaviors to measure overall sales technique execution: Sales Technique Execution Prospecting (competency) · Conducts required prospecting activity (behavior) · Executes prospecting approach to gain appointment (behavior) Appointments (competency) · Asks relevant needs-based questions (behavior) · Identifies prospect pain points (behavior) · Creates prospect interest (behavior) Presentations (competency) · Ties prospect needs to relevant benefits (behavior) · Addresses objections successfully (behavior) Closes (competency) · Asks for the close (behavior) Sales consultants provided real-time feedback to their sales managers based on the following competencies and sales behaviors to measure overall sales leadership execution: Sales Leadership Execution Sales Technique Coaching (competency) · Coaches me to better prospect (behavior) · Coaches me to get more appointments (behavior) · Coaches me to earn more presentations (behavior) · Coaches me to be a better closer (behavior) Sales Force Retention (competency) · Listens to my frustrations (behavior) · Helps remove barriers (behavior) · Develops me to achieve my goals (behavior) · Treats everyone fairly (behavior) · Cares about me as an individual (behavior) Results Driven (competency) · Inspires the team to perform better (behavior) · Is competitive to be the best market (behavior) Leadership (competency) · Creates strong shared values (behavior) · Creates strong shared vision (behavior) · Positively recognizes me (behavior) · Invests time training and coaching me (behavior) · Leads based on my individual strengths and weaknesses (behavior) Competencies and sales behaviors link employee actions to their corresponding feedback scores. For example, if a sales consultant receives a constructive score (1, 2, or 3 on a 5-point scale) in the prospecting competency, the consultant understands he or she should focus on improving prospecting but may not know exactly how to begin. Should the consultant focus on executing prospecting techniques to gain prospects, or is the consultant prospecting gaining prospects effectively but failing to convert prospects into follow-up appointments? Desired sales behaviors show employees where they excel and where they can improve in greater detail. The Data: The data you will analyze in this case comes from three sources: DevelapMe usage data, sales quota data, and sales metric data. DevelapMe Usage Data: The DevelapMe usage data was collected over a period of 8 weeks following the implementation of the real-time feedback app. Usage data encompasses all feedback provided through DevelapMe over the 8-week period. Because real-time feedback is the cornerstone of DevelapMe, usage data is continuously reported throughout the 8 weeks. Sales Quota Data: Finally, sales quota data is included in the case. Sales quota data measures how effectively sales consultants are attaining sales based on their target metrics. Sales quota data specifically tracks the number of employee closes. While managers aren’t selling directly, a manager’s sales consultants’ performance reflects leadership effectiveness. Therefore, manager sales quota data is an average of their 10 sales consultants’ performance. Annualized sales consultant turnover data is also included to assess manager effectiveness. The sales quota data is reported at implementation, 3 weeks and 8 weeks. Sales Metric Data: Sales metric data for sales consultants is also included. Sales metrics are numerical goals used to assess sales consultant performance. The sales metric data is reported at implementation only, based on each sales consultant’s annualized average. Sales metric data is not reported at the 3- and 8-week intervals, as the sales quota data is. However, studying sales metric data can reveal the initial strengths and weaknesses of sales consultants. While exact leadership strategies can vary, effective managers should provide feedback relevant to competencies addressing employee weaknesses or recognizing strengths to generate continuous improvement. The target sales metrics targets for sales consultants are: Prospecting target: 150 cold calls per week Appointments target: 10 appointments per week Presentations target: 5 presentations per week Closes target: 2 closes per week Note: The data set also contains two additional tabs: “Employee Table” and “Pivot Table.” The “Employee Table” gives basic demographic information about the employees at this company. This table is not needed in your analysis; we have included it merely to give you additional context about who the employees are (all names are fake). The “Pivot Table” tab gives you a basic structure to begin analyzing your data. Your role as a leadership consultant is to individually analyze the data to identify performance insights and sales leadership trends. To complete the assignment, you need to identify: 1. A sales manager causing high turnover, leading to poor sales performance from most of his or her sales consultants. The sales manager’s poor leadership is contributing to his or her sales consultants to experience generally flat or declining sales quota performance over time. 2. A sales manager providing great coaching to his or her sales consultants. The sales manager gives a large quantity of feedback, as well as an essential mix of positive feedback (4s and 5s) and developmental feedback (1s, 2s and 3s). The sales manager provides feedback scores that align with sales metrics performance. Essentially, an effective sales manager provides higher scores for competencies and behaviors addressing metrics his or her employees excel in and lower feedback scores addressing metrics sales consultants struggle in. 3. A sales manager providing extremely positive feedback (mostly/all 4s and 5s) when it isn’t necessarily deserved. The sales manager largely avoids adjusting feedback scores with performance, and instead provides all high scores despite declining sales consultant performance. 4. At least one sales consultant receiving great coaching from his or her sales manager. Look for a sales consultant receiving a high quantity of feedback with scores that align with their sales quota and sales metric performance. The consultant’s sales quota performance improves over time. 5. At least one sales consultant receiving poor coaching from his or her sales manager. Look for a sales consultant receiving low amounts of feedback with feedback scores that do not align with his or her sales quota and sales metric performance. Due to the poor coaching, the selected sales consultant’s sales performance declines over time. For example, a sales consultant may require significant improvement in prospecting based on the sales metric data but receive little to no feedback on the relevant competencies from his or her sales manager, leading to further decline. 6. A sales manager suffering from high sales consultant turnover who is not getting feedback on leadership from his or her sales consultants. In this case, sales consultants are failing to provide essential feedback to help a struggling manager improve. Deliverables: 1. Answer each of the 6 scenarios and provide support for your answer based on the data. Include a narrative—about 3-4 sentences—based on app score trends over time, sales metrics, sales quota, and/or comments provided through the app. While not required, you can include snapshots as supporting evidence. 2. Based on the data, apply some of the leadership concepts you have learned to describe positives and/or negatives of what you have observed regarding the effectiveness of real-time feedback at improving organizational performance. Your answers should not be more than 2 paragraphs per scenario and concepts can be used more than once if applicable. Answers should be technically and conceptually rich.