“What’s different about Sandler and what really gets me excited about bringing it to our sales organization is that it is truly transformational.”

Michelle Reynaud, VP Global Systems and Processes, Symantec

www.symantec.com

The Story

Our client, Symantec, shared what it takes to get over a thousand sales reps in a multinational corporation on the same page to improve results.

From Michelle Renaud, VP Global Systems and Processes, Symantec–global enterprise security solution:

At Symantec, we’re in cybersecurity. With 1600 sales team members across the entire globe, we’re in every country out there. We work with JPMorgan Chase, Wells Fargo, 3M–all the Fortune 500 companies.

As the person responsible for all of our sales tools, I looked at the pipeline and pipeline conversions every month. About two years ago, we noticed a significant amount of what I would call fluff in the pipeline. We also noticed that there were some deals that were hanging out there for very long periods of time.

We wanted transparency. We wanted accountability. And we wanted predictability. The CEO wanted to know what we’re going to deliver on quarterly, and my boss, the Senior VP of Sales, wanted to say exactly what he was going to deliver. They wanted to make sure the pipeline was truly transparent all the way from a sales rep up to the most senior leader in the company.

On top of that our sales reps were challenged with being able to articulate the entire message of what our platform could do. The CEO wanted to be able to equip the sales team with messaging so that they could say what they needed to say about the platform.

There also wasn’t a common language. People had differing definitions of our process– everything from qualified to commit. There wasn’t a way for people to connect across the globe. On top of addressing the sales language problem, there’s an added layer of complexity when you consider that though our primary language was English, there were local language requirements, too.

So how were we going to steer this huge oil tanker in a better direction?

We already really had a strong sales process, but we needed somebody to come in and start to create that common business language.  We needed to harmonize the process worldwide in a way that the sales leaders really bought into. So the SVP came to the sales leaders and said, I want you guys to decide on a methodology that we want to adopt.

We picked four top-selling methodologies, then the sales leaders for each of the regions came together and chose Sandler. I’ve been in sales a long time. I’ve done literally every sales training you can possibly imagine. Some of the sales trainings I’ve done are Miller Heiman and what used to be called Target Counseling. What’s different about Sandler and what really gets me excited about bringing it to our sales organization is that it is truly transformational.

So, my first impression of Sandler was, “Do they really understand our corporate business and our corporate clients?” Then I was introduced to our account manager, and he knew exactly what I was thinking before I thought it. One of the things that was a wow moment for me was I kept asking, “Do you have this language? Do you have that language?” Yes, everytime. They’ve already translated their data and require a trainer who speaks the local language and understands the tenets of what they’re rolling out. It’s truly a global company–they know what they’re doing because they have those resources in-country. The methodology exists with the same tenets, but personalized to different regions of the world.

What I also really like about the Sandler enterprise selling program is it actually has like 65 tools. When we rolled out we started with two, so we were able to pick and choose the ones we wanted to draw in according to what we needed as a company because Sandler has thought about all the different behaviors that corporations might need.

Then what’s great about the Sandler methodology is they had additional solutions they could offer to us that would literally weave the messaging into Salesforce in a seamless way. And really, we could have had any CRM system that would allow us to share information where the customer was when they needed it.

So how did we train 1600 people globally? One of the first things we did was have ambassadors in-country. We didn’t just train our sales enablement professionals; we trained some sales ops professionals and some senior sales leaders, so that we had people who could be champions of this methodology across the globe. By having different functions involved, we were able to approach it from various perspectives and actually take best practices from each one to create a program that was truly well rounded.

After, we saw fewer deals slip out. We saw real things come through that were expected, and we were able to be predictable. Before, we would have about 12% push out–and the 12% in terms of deals could be anywhere from 30 to 35% of actual revenue. So what I’ll tell you is, there was a significant shift in the monetary change in the pipeline, and a significant shift in what closed at the end of the quarter.

My aha moment was when I went to look at the pipeline–it went from huge to a lot skinnier. I got panicked calls from sales leaders. People get so used to looking at that fluffy pipeline,  and when the pipeline does truly start to get clean, it makes people nervous because they’re used to seeing the big pipeline. But fluff is just something that keeps people feeling good, and it’s not about feeling good. It’s about really making a difference for the company you work for.

What I also really like about the Sandler enterprise selling program is it actually has like 65 tools…Sandler has thought about all the different behaviors that corporations might need.

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The post Symantec – Get Sales Reps on the Same Page and Improve Results appeared first on Sandler.

“We’ve been using Sandler since 2002–about 18 years. And our best rep would say it helped him get him a third of his business. He would say if he didn’t do that, he’d lose a third.”
 Bill Ripol, Sales Manager, TriMech

The Story

Everybody wants to grow quickly, but not everybody can grow like they’re in Silicon Valley. Here’s how we helped one client steadily achieve 50x growth.

About 18 years ago, around 2002, we were probably a $5 million company, maybe not even that much– maybe $2 million. And now we’re a $100 million dollar company. We had seven reps when I started; now we have 100.

I think you need to decide what it is you want to do–and then how you have to get there. Like Dr. J, Julius Erving, said, “It took me years to become an overnight success.” It’s like athletic discipline: adhering to a standard, holding people accountable. It takes process and consistency, and it’s going to be slow.

When I started out, we were inconsistent in our forecasting and we were inconsistent in our methodology. And none of us were having tough conversations that give you a true vision of the sale opportunity. When I look back, well, we weren’t doing –I know I wasn’t doing– those things.

In 2006, I became our first sales manager. And we started acquiring our biggest competitors in 2014.

So we acquired the biggest competitor in the southeast, and we had to integrate their people as well as their managers. Then we acquired another two companies in Boston and all the managers had to integrate.

We knew we needed to be really consistent about how we were all doing things–almost like a manager’s playbook that said this is what we’re going to do for the managers going forward.

So we go to the Sandler conference to be a lot more consistent with how we employ the different mindsets, behaviors, and techniques with our salespeople.

At a lot of sales training, they say, “this is the recipe for success,” but it never gets down to the details like, do these following things using this language to help you get through the hard parts. And Sandler really does.

The message is, you have to be ready to try things you’re not comfortable with. And we’re going to give you the tools and the language to do that. But first, you’re just going to have to do it because we think it’s the right way to go. You might not believe it yet. But once you try it a few times, you’re going to get really brave and confident you’re going to do this all the time, because it works.

I had skepticism about all of it, but I started getting a lot more successful. Sandler took me personally from 400,000 GP to 750,000 in a year by just really adhering to the system. Once you see it’s successful, you’re like: I’m doing this because it works.

We’ve been using Sandler since 2002–about 18 years. And our best rep would say it helped him get him a third of his business. He would say if he didn’t do that, he’d lose a third.

To the person who says, “This all sounds great, but how on earth am I going to change a culture of a whole company?” I would just say it takes a process and consistency and it’s going to be slow. For a while. The movement is going to be slow, but you’ve got to get your best people involved right away. Our founder always said, “I’m not a good manager, so I have to find good people because I’m not going to manage well.” So, if we were already pretty good, and we’re hiring good people, then they’re going to use it and they’re going to employ it, and we’re going to grow.

Even as a sales manager who has a 100 reps, has got to hit this number, you have to take the leap. You have to have some discipline.  You just have to say: this is gonna be hard and want to do it.

We’ve been working with Sandler all this time, many, many years. Every month we have a call or a live meeting with our sales trainer, and that’s a significant expense. But it’s an investment into the salesforce. Our sales training is a differentiator because most companies will do a one session sales training, or once a year sales training, and we’ve done it consistently for 18 years.

If we hadn’t had this sales training, I would say we would probably be 30 to 40% less productive. So we’d probably be a $60 million company or maybe a $70 million company. The Sandler process has allowed us to gain a third, if not more. It makes you a lot more successful.

We had 100 people in Cancun last week–salespeople, significant others, as well as engineers who’ve earned accolades. We’re in Mexico all hanging out together, celebrating our success.  And that’s what Sandler methodology does.

Sales is really hard. You have to do things that nobody else wants to do, and you have to take rejection so much. Sandler has training that is supported by tactics and behaviors learned over time. It’s helped us get through those hard parts so that we can have success.

Sandler has training that is supported by tactics and behaviors learned over time. It’s helped us get through those hard parts so that we can have success.

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If I wanted best in class, I knew that I needed somebody best in class to come in and train my people.

Ryan Longfield, Chief Revenue Officer, Gong

www.gong.io

The Story

A Sandler client reveals his quest to become best in class and what he’s found to be the key…

Ryan Longfield, Chief Revenue Officer, Gong— the number one revenue intelligence platform for remote sales teams.

I’d been the Chief Revenue Officer for only a few months. We had about 10 sales reps and we were trying to bring on another 40 or so over the course of the year. The main objective at the time was to make sure that we were able to take this game changing product to market where our clients love buying from us.

Our solution is revenue intelligence. It tells you what’s going on with your people that is making them successful. The first evidence that our technology works is how our prospects experience our salespeople. It’s kind of unique in that: to have best in class salespeople going out there and selling in a way that prospects are then saying, “I want my people to sell like yours,” is evidence that our technology works.

We had some great success within SMB and mid-market, but we really wanted to see can we repeat that as we add, you know 4x the bodies in the segments that are working, and then in the segments that we haven’t tested yet, namely enterprise and strategic accounts, could we crack the code on those before having a bunch of cycles that were wasted?

We needed to set a baseline foundational knowledge of sales methodology with a common vernacular and to establish a sales playbook.

For a lot of sales leaders, you ask, “what’s your job?” and they say it’s to hit sales numbers. I do not consider that my job. I consider my job to build a predictable revenue machine in which we’re creating raving fans as customers. So, yeah, that’s far beyond just hitting short term revenue goals.

I was skeptical about bringing in any kind of sales training team. Training can be like a great intellectual exercise that doesn’t show up outside of the classroom. I may think I know how to do something because I know the concept in my head, but it doesn’t actually show up in my day to day.

I think most of my skepticism was hovering around, are my people actually going to embrace this? Is it going to show up in their conversations in a way that’s, that’s moving the needle? And is this representing us in the way that we want to?

If I wanted best in class, I knew that I needed somebody best in class to come in and train my people. I was very conscious of which kind of training company I partnered up with. As I explored the various ones out there, I always left conversations with Sandler feeling like it was extremely compelling, and I didn’t mind any of it. And that’s rare in sales.

The reason I brought Sandler in is I’m aspiring to build a best in class sales organization where our clients love buying from us. And when we speak, it’s spoken with conviction. So I wasn’t buying out of a piece of pain–I was buying out of a place of productivity.

Sandler felt like a real-life real conversation, not being trained to be a salesperson. One thing I really appreciated was a very consultative approach. There was a lot of time spent upfront thinking about what I’m trying to accomplish–not just doing the same thing that they’ve done, I’m sure, hundreds and hundreds of times, but thinking about the way that I want that to show up within the context of my sales process, and then adapting the methodology to connect to those elements. I think that’s why it was so successful at the end of the day.

Another of the things I think has created a lot of success in our organization is partnering with Sandler for coaching around reinforcement. For any team, if you bring them in for a training event and then leave the building, it’s not going to be all that successful.

I’ve certainly gotten more compliments from our prospects where they say, “Hey, the reason we bought your solution is because of the experience that we had with your salespeople.” Our CEO is able to take a close look at what people are doing and I think he feels really proud about how we’re represented in the market.

You know, for me, sales is so wonderful because what it really is, is all about human influence. And influence is not something that you can just demand of somebody, it’s something that they give you. What Sandler has helped us do as far as that dynamic is it’s helped create an environment of trust, where people give us influence. Once you have that influence, then you can really move your prospects toward something that ultimately is going to benefit them as a business.

It’s not just about hitting revenue goals. You can do that in all the wrong ways, and you’re still going to hit your targets, but that’s a short term revenue win, and it’s not going to be sustainable for the future. The reason Sandler is so instrumental is the way it affects the people who are representing your organization to the most important people interacting with your product, hopefully for years to come. If your company’s going to be successful there better be a great introduction into who you are as a company through the way that you sell.

There is no arrived. As soon as you’ve arrived with your sales organization, you’ve reached apathy and you’re going to lose your market. Of course, you want the best in class – what else would you be aspiring to? And if you’re not training your people, you don’t have a shot in the world to do that.

Sandler felt like a real-life real conversation, not being trained to be a salesperson.

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The post Gong – Investing in a Best-in-Class Buying Experience appeared first on Sandler.

Partnering with Sandler has raised the level of people who are coming into our organization, and it’s raised the bar for the people who are performing in our organization. 

Johnny Grant, VP Sales Schools, Lifetouch

www.lifetouch.com

The Story

Over three and a half years ago, I moved into a new role as Vice President of Sales. During that time, LifeTouch had consistent challenges growing organic, profitable revenue. I had a diverse sales organization with 650 sales pros across the United States and Canada. We didn’t have a way to manage our teams with a consistent playbook. Every few years for over 20 years, we would try something out of the box, something different, but we weren’t moving the dial. We really didn’t have true sales accountabilities and disciplines, and it was showing in our end results.

We talked about being world-class all the time, but we weren’t there yet. We were really good at what we do, but we weren’t really good at telling that story. Our organization sells to principals and superintendents in school districts. We provide photography services, portraits of students and staff members, and school ID cards.

That means for a lot of our sales meetings, we’re going to the principal’s office. And I don’t care who you are, the first time you walk into a school to sell something and you’re going to see the principal? It’s hard not to feel a bit like a child. It can really change the dynamic like you’re not at the same level as the decision-makers you’re dealing with.

We were not experts at sales training and sales development, and we had been trying to do everything homegrown. It just really hadn’t been working. I mean, everyone knows what goes into sales. You can pick up many books about sales basics, such as role-plays, ride alongs, one-on-one coaching, but we really didn’t know what good looks like and how to be consistent across the organization.

We started looking for a partner to help us develop sales accountabilities, sales disciplines, cadence, culture. We interviewed several different companies, like Dale Carnegie’s. I had some people on my team that were so passionate about Sandler that I was actually really skeptical. My feeling was almost, is this too good to be true?

But then I attended the Sandler summit three years ago, in a breakout session they talked about several of the things that I knew we were missing—pre-call planning, feedback assessment, upfront agreements, and equal business stature—all things that our sales organization needed.

When we started with Sandler I knew if I didn’t have leader engagement on the ground level, it wouldn’t be effective. So, the first leadership cohort that went through was the top 20% of our leaders. We got such positive feedback from that group. This is the first time we’ve had a sales training where we’re getting so many people asking to come.

For a sales leader who’s just trying to get through the quarter and doesn’t have time for this, I would say take the time. Developing your team and the talent around you is going to lead to better results. Investing in talent is how you are going to win. It’s an investment we should definitely be making every day. You can have the best product in the world. But if you’re in a competitive market, and your competitors are investing in the right people, the right process and systems, they’re going to win.

Partnering with Sandler has raised the level of people who are coming into our organization, and it’s raised the bar for the people who are performing in our organization.

It feels incredibly good because we’re changing a long-standing company’s culture, one with 650 million in revenue, and really getting it to be a world-class sales organization that’s continuing to evolve and improve every day.

It feels incredibly good because we’re changing a long-standing company’s culture, one with 650 million in revenue, and really getting it to be a world-class sales organization that’s continuing to evolve and improve every day.

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Sandler is a tried and true methodology across any industry. I’ve used them four times at four companies and I’ve trained over 1,000 people.

Karl Watson, CEO Forterra Inc.

www.forterrabp.com

The Story

“Sandler is a tried and true methodology across any industry. I’ve used them four times at four companies and I’ve trained over 1,000 people.”

As a CEO of multiple companies, I’ve developed a bit of a playbook for turnaround situations. One of the first questions I ask is, how much time and money have you invested in sales training over the last five years? If the answer is little to none, I know we have a problem.

But I didn’t always believe that.

We were in construction, and after the housing crisis of 2008 our industry dropped by 90% in some states. I mean, it was a freefall. Our profitability went from pro forma over 2 billion to actually losing money. It was like a falling knife. You couldn’t catch it.

We kept jawboning our salespeople: you have to make more calls, fight harder for pieces of fewer pies. I thought I was doing my job by setting high targets and following up on KPIs and, but we weren’t doing anything to actually improve them. We were pretty much whipping a dead horse.

The salespeople who were left had really atrophied. In our industry we have thousandaires negotiating with millionaires. They were a bit lost, and we were just sending them into failure. So, a group came to me and said, “we need sales training.”

Their message was: They’re demoralized. They’ve been beaten down so long. We have to educate them. We have to train them. We have to certify them.

I thought, absolutely not. We’re not doing any sales training. There’s just no way, no how. And whenever you don’t want something to happen, but you don’t want to say no, you give it to a committee.

So I gave it to a committee.

Three months later they presented a very well thought out, thorough analysis that showed that companies that invested in sales managers and sales training had revenue growth x times higher than companies that don’t. They actually did a pretty good job of convincing me that we needed to do something, but I still didn’t want to do this particular thing.

So I sent them off again.

But they did their job and went through about 20 options, narrowed it down to three, and came back saying this is why we’d like for you to interview them. So I was kind of pushed into a corner. Okay. Okay. Okay. Bring them in. We’ll interview them, and then we’ll “decide.”

Now the game plan in my head was devious. It was to bring all three of them in to dismantle them, send them packing, and show that sales trainers don’t know what they’re doing.

Three were lined up, and the last one was Sandler. I was really quite a jerk to the first two. I asked very hard questions, put them on the spot, and quite frankly, they didn’t really perform that well. So two down, one to go.

With Sandler, I proceeded to be the jerk. But every time I said something they would come back at me and ask me a deeper question. They were uncovering pain that I didn’t even know that I had.

About halfway through, two and a half hours in, I had an out of body experience. Like–

I can’t believe this is happening to me: I’m losing this argument.

I was just amazed. I started thinking if they can do this to me as somebody who’s so vehemently anti-sales training, then this is the group I want to work with.

When we began working with Sandler I was quite humbled. I came to their first boot camp realizing two things. One, I had a lot to learn. And two, I did not realize how bad I was. I actually thought I was pretty good. I’ve been rewarded for my commercial efforts all my career, so I thought I knew what I was doing. But I didn’t.

I thought our company was unique. We weren’t. Sales training should be about the salesperson improving their skills. It’s not that putting stuff into Salesforce isn’t important, but it doesn’t help you sell more.

I also thought we could do it ourselves. I really did. I didn’t think we needed a third party to do it. I was so wrong. We don’t have that ability, nor can we teach it.

I knew it was actually working very soon after that initial training. We did these sales success stories, and reading all of the monthly submissions I started thinking, oh, my goodness, the sales team is actually doing stuff differently, and it’s paying real financial dividends.

I’ll give you an example. We do a monthly sales competition to win an iPad. You’d be amazed what people would do for iPad. We get 40-50 submissions a month that can add up to 20,000 units that salespeople would have reduced the price on by an average of 2 to 3% to secure the deal. This time, they didn’t cut the price because they use these 4 or 5 new techniques. Well, that was $30,000 in our pocket.

Or take this–one sales leader three years away from retirement completely changed the way he managed himself, his sales team, how he trained them and what he expected from them. That group’s earnings increased probably three times the rate that it had had a couple years before that.

But these stories are sort of anecdotal. The best way to quantify it is unit margin improvement. How many margin dollars do you have?

I started adding it up and realized the training pays for itself in less than a year, sometimes less than a quarter. I don’t see how you don’t invest in this because it is training the most important people in your business. And the payback is almost immediate.

After safety, revenue is the most important part of any business. In an industrial environment with mature product cycles, the value of the company then lies in the sales team. That makes them the most important group, and it’s almost malpractice if you don’t make your first and largest investment in them.

If they could change the mind of somebody as vehemently anti-sales training as I am, then that was the group I want to work with…

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The post Forterra – Revitalizing Sales During and After a Recession appeared first on Sandler.

www.songwon.com

Challenge

Songwon Industrial Group was looking for a partner to help their sales staff be more proactive in their sales strategies, develop enterprise sales skills, and reverse the trend of selling their polymer products solely on discounts in a transactional market. Sandler was chosen by Songwon to guide their sales team on how to demonstrate value and help them realize the premium they could receive when effectively negotiating and selling their products in highly-competitive commodity markets.

Solution

An extensive audit during the discovery phase of training found that the main objective was to change the attitude and behavior of the Songwon team when planning and negotiating. They needed to become proactive and create a culture of planning which included territory planning, account planning and planning each sales meeting.

Our lead trainer was selected for his work with premium suppliers in commodity markets and his extensive track record in maximizing industrial commodity products and selling into OEM. The team of trainers put a strong emphasis on real-life scenario role play, supported by individual pre-reading and pre-work, team workshops and follow-up one-on-one coaching sessions. We created a series of tools which help the Songwon sales team plan sales territories, activities and sales calls. We also created a process to eliminate unnecessary discounts which was destroying necessary margin needed to invest back into the company.

Results

Songwon has made the Sandler Negotiation Matrix part of the process to review pricing internally with all business unit managers for those customers where it makes sense. They have added to the Negotiation Matrix for budget and total potential so that management has a complete view of the data needed to make a decision. Songwon is also adding option to add the Negotiation Matrix and the Pre-Call Planner to their CRM and are challenging their team to use it more.

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www.imi-precision.com

Challenge

IMI Precision Engineering partnered with Sandler to help raise their success rate from proposal to contract in the competitive industrial life sciences market.

Solution

During the discovery phase it was clear the main pain points were a lack of process and too much free consulting. Sales opportunities became bogged down in the pipeline and the success rate for closing deals was lacking. In the eyes of leadership, training success would shorten the sales cycle and improve conversion rates. To do this, Sandler recommended prospecting tools, such as the 30-second commercial and the “PAIN” Funnel. Each began with a Sandler template that was then personalized by working hand-in-hand with the head of sales to make each tool speak specifically to their industry.

Results

As a result of the success of Sandler training, our methodology has been adopted universally across the organization. All new sales team members must go through Sandler training. Over the eight-year partnership, the company has seen significant increases in their life sciences sales segment.

Sandler and IMI Precision Engineering believe reinforcement training is the key to success. So much so that we conduct reinforcement conference calls every week within the sales and leadership team. In addition to phone reinforcement, we conduct monthly three hour in-person meetings across Europe to help maintain accountability, positive change and organizational success.

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www.iata.org

Challenge

International Air Transport Association (IATA) needed a training and implementation program to internally change team behaviors and attitudes toward market strategy, prospecting, sales and customer needs. Success would result in shortened sales cycles, a reduction in free counseling tied to customer requests, qualifying leads more firmly and clearly, and spending more time on the right opportunities.

Solution

We created a personalized training plan specific to IATA’s unique aviation industry needs. The program streamlined the internal flow of how a prospect progresses from an account manager to a salesperson, and finally to closing of the deal. Sandler’s lead trainer brought an extensive background in aviation to IATA. His knowledge of the industry paired with his team’s expertise in the Sandler Methodology were key in addressing specific organizational needs.

Delivery of training sets us apart.

• Instructor-led sessions focused on IATA’s pain points. Customization of the Sandler PAIN Funnel and the Sandler cold call process were delivered through personalized training, one-on-one coaching, and team workshops.

Results

IATA changed the way they sell, felt empowered, approached clients as an equal, and brought more value to each customer relationship. Reinforcement of Sandler training was undertaken to ensure accountability, improvement and growth from all participants. Reinforcement continues to create positive change in individuals and teams, and IATA as a whole.

The success of our training resulted in a 97% recommendation rate from IATA.

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www.hexagonmi.com

Challenge

Hexagon Manufacturing Intelligence produces and sells high-certification measuring systems and software utilized for the manufacturing industry. They needed to provide their team with the skills necessary to success in complex sales situations and help their internal process and planning for strategic problems. And as an organization that grows through acquisition, they needed a system that would create and foster harmony as they continued to expand.

Solution

The discovery phase revealed the need for an overall sales process, internal alignment within the sales process, guidelines for sharing best practices and strategies for allocation of resources around key priorities. A range of Sandler materials were used to address these issues, including Sandler Enterprise Selling tools, DISC assessments, concepts from the Sandler Sales Program, and key positioning tools. Working closely with Hexagon Manufacturing Intelligence stakeholders, each component of the training was personalized to reflect and address the realities of the organization’s commercial needs.

Clear solutions for complex situations.

• The right trainers create the difference. Sandler’s lead trainer was selected for his vast sales and strategic expertise in intricate markets and his experience training complex sales teams. He and his team led training activities that included brainstorming to understand and address the key client priorities, online surveys to collect field data, reviewing case studies to hone best practices, and in-person meetings with global leaders to identify key behaviors, attitudes and techniques needed to achieve sales and strategic success.

• Clients believe in what we do. Hexagon Manufacturing Intelligences’ greatest testament to Sandler training is evident in how they continue to apply every piece of training we provided to further achieve and strengthen solutions and future success.

Results

Reinforcement training is at the core of the Sandler Selling System. To continue the training success with Hexagon Manufacturing Intelligence, we met with several teams for face-to-face reinforcement, applied phone reinforcement and implemented action plans for accountability based on DISC assessments.

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