This month's headlines
 

Annual Conference takes shape. Tough economic times, with healthcare reform looming, call for tough responses. And the 2010 Annual Conference in beautiful Keystone, Colo., will help IMDA members formulate them. MEDICA worth the trip for IMDA members. It's true that you'll come across some equipment that looks like it came right out of a 1960s sci fi film. You'll find some products that just aren't well made or are knockoffs of better ones made elsewhere. And you might stumble across some products that probably won't ever jump the FDA's hurdles. But then again, with 4,300 companies exhibiting their products at the MEDICA International Trade Fair in Dusseldorf, Germany, there's a good chance you might find more than a few needles in the haystack. IMDA reaches out to lapsed members. IMDA has changed, and the association wants former members to know about it. You might not like what you see in Facebook. . .but you should look anyway. Suppose you've just finished interviewing a promising, young prospective sales rep. After she has left the office, you ask yourself, "Dare I check out her Facebook profile or not?" What will you find there? And will you let that photo of her downing tequilas with friends in Wrigleyville sway your decision? Conflicts of interest remain a topic of interest to lawmakers. Codes of conduct notwithstanding, lawmakers continue to scrutinize physician/vendor relationships for potential conflicts of interest that could run afoul of Medicare regulations. But some physicians are fighting back. Your job isn't just to grow sales, it's to grow salespeople. In Part 3 of his series on building a world-class sales organization, sales trainer Gerry Layo shows how you can grow your reps into top producers, and keep them producing for years.

Keystone, Colo., is the site of the 2010 IMDA Annual Conference. Mark your calendar for May 16-18.

Annual Conference takes shape 'Reinventing the special sales and marketing organization' is working title

Tough economic times, with healthcare reform looming, call for tough responses. And the 2010 Annual Conference in beautiful Keystone, Colo., will help IMDA members formulate them.

"Reinventing the specialty sales and marketing organization" is the working title for the Conference, whose details are being ironed out by a committee of IMDA members along with Executive Director Katie Swartz.

"Bringing innovative technologies to hospitals will always be the mainstay of specialty sales and marketing organizations," says IMDA President Kevin Trout of Grandview Medical Resources. "But as the selling gets tougher, how can IMDA members convert their skills and expertise into marketable programs for their hospital customers? It may be time for us to look at ourselves, our people, and our businesses in a new way."

At press time, the Conference Committee was close to nailing down a keynote speaker to address the topic of reinventing, and to stimulate discussion and thought among IMDA members. (Watch your e-mail and IMDA Update for news on this front.) "Listening to a speaker is just the first step," says Trout. "Formulating concrete take-aways to implement in our shops is the second."

Tapping into the talent

Conference committee members are committed to tapping into the expertise of all IMDA members. Potential sessions include:

• Learning CFOspeak. Healthcare CFOs have a lot on their mind, and it's easy for them to "miss the boat" on the potential benefits of new medical technologies. How can IMDA members capture the CFO's attention? Can they enlist their clinical customers to do the same?
   
• Sharing best practices. Put a bunch of IMDA members together in one room, and chances are, you've got experts on a wide variety of business challenges. IMDA members will tap into that collective expertise in a stimulating session, in which members share their business problems…and offer constructive solutions.
   
• Inventory management. It may not be the most glamorous aspect of your business, but efficient ordering, warehousing and delivery of products can make the difference to your bottom line. IMDA members will share ideas about processes that have worked -- and haven't worked -- in their shops.
   
• Finding innovative manufacturers. IMDA companies differentiate themselves from the box-movers by the technologies they carry. Where can you go to find the movers and shakers of new technologies? How can you position yourself as their "go-to-market" partner? Attendees will share their thoughts with an industry veteran who knows what new-technology companies are thinking.
   
• Approaching GPOs. Group purchasing organizations are expected to deliver rock-bottom pricing to hospitals. But these days, even GPOs know they have to bring more to the table. How can IMDA members show GPOs that specialty sales and marketing organizations can be their potential partners in helping hospitals improve cost and quality of care.

As the sessions are being ironed out, IMDA members are encouraged to contact Katie Swartz at (866) IMDA-YES to share their thoughts.

As always, the Conference will feature the Manufacturers Forum, the industry's only meeting place for manufacturers of innovative medical devices and specialty sales and marketing companies.

Tentative schedule

At press time, the tentative conference schedule looked something like this:

Sunday, May 16

• 9 a.m.: IMDA golf tournament.
• 4 p.m.: Opening session. Attendee introductions, manufacturer introductions, and sharing of the important business issues they are seeking to address.
• 5 to 7 p.m.: Manufacturers Forum and Welcome Reception.

Monday, May 17

• 7 a.m.: Continental breakfast.
• 8 to 10 a.m.: Keynote presentation.
• 12 to 2 p.m.: Manufacturers Forum.
• 2 to 3:30 p.m. General session: Followup on morning session.
• 3:45 to 5:15 p.m.: Breakout sessions.
• 6 to 7:30 p.m.: Manufacturers Forum
• 7:30 to 10 p.m.: Awards Dinner.

Tuesday, May 18

• 7:30 to 8:30 a.m.: Continental breakfast/Annual business meeting.
• 8:30 to 10 a.m.: Breakout sessions.
• 10:15 to 12: Closing session.

These plans are tentative. Watch IMDA Update for final revisions.

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It's true that you'll come across some equipment that looks, in the words of IMDA member Tim Beevers, like it came right out of a 1960s sci fi film, with big gauges and dials. You'll find some products that just aren't well made or are knockoffs of better ones made elsewhere. And you might stumble across some products that probably won't ever jump the FDA's hurdles. But then again, with 4,300 companies exhibiting their products, there's a good chance you might find more than a few needles in the haystack at the MEDICA International Trade Fair in Dusseldorf, Germany.

Representatives from at least four IMDA member companies -- Mercury Medical, Grandview Medical Resources, Beevers Manufacturing and Bovie Medical -- made the trip to the big trade show in mid-November, which attracted 138,000 attendees from over 100 countries, and 4,324 exhibitors. A total of 45 percent of those attendees were from outside of Germany, with a high number coming from the Asian growth markets and Arab region, according to the trade show organizers. More than 350 exhibitors were from the United States, 174 of whom presented their technologies in two U.S. Pavilions. Other leading foreign exhibitor countries included Italy, Great Britain, France and China.

Three goals in mind

For Kevin Trout of Grandview Medical Resources, it was his second trip to MEDICA, the first one being back in 1991. Trout, who traveled with his wife, Tammy (who is Grandview's CFO), had three goals in mind for Dusseldorf: First, to promote IMDA to non-U.S. manufacturers looking for North American distribution; second, to look for products that might complement his company's existing product lines and niche areas; and third, to spend some time with Grandview's biggest manufacturer, Sizewise, which itself was seeking to expand its non-U.S. distribution network (which it did, finding potential distributors for Turkey, Sandi Arabia and Australia).

In fact, Trout and his wife used the Sizewise booth as "home base" during the four-day show. And they needed a place to collect themselves, given that MEDICA featured 17 pavilions, many dedicated to single specialties, such as pharmaceuticals, disposables and furnitures/beds/movable equipment. Even though the show lasted four days, "it was nearly impossible to get through every hall, so you had to pick and choose your areas of interest," he says.

IMDA Announcement Looking for lines? View a list of all medical devices receiving FDA marketing clearance in November by visiting the FDA Website. You might find a company in need of your expertise.

Trout spent time scoping out the global competition to his manufacturers. It helped that he often had a Sizewise engineer walking the floors with him. "He was looking at the quality of the manufacturing, some of which was very good, and some of which had obvious flaws in design," says Trout. "It was a real education for me."

Indeed, language was a barrier. And, with close to 140,000 bodies in the big convention centers, things got a little warm under the halogen lights. "But it was a great education," he says. He found a couple of products of interest, which he may investigate further. "And the connections I made, the people I was able to meet, were very valuable." Learning more about Sizewise's German operations was a great education as well. "Where else will you find all these opportunities under one roof? This is the place you have to go."

Mercury has dual mission

Given its status as manufacturer and distributor, Mercury Medical had a dual mission: To find non-U.S. manufacturers looking for distribution in this market, and to find overseas distributors for its self-manufactured products, according to George Howe.

Mercury has attended MEDICA almost 10 times, says Howe, who stayed home this year. And the show does not disappoint. This year, for example, the company identified a couple of products that it might bring into this country, though nothing has been cemented yet. And as a manufacturer, Mercury used MEDICA to successfully launch a couple of new technologies to the European market.

Beevers bonds with distributors

Like Mercury, Beevers sought to meet with existing international distributors and find new ones, according to Tim Beevers. The company's products are already distributed in about 20 countries. In addition, Beevers and his wife, Kate, went to MEDICA to look for new technologies for their own company.

"It was our fourth MEDICA," he says. This year, Beevers shared a booth with Mercury Medical in the Florida section of the U.S. Pavilion in an effort to cut costs.

After the show, Beevers stayed in Europe, engaging a new distributor in Germany and making joint calls with its sales reps to a number of hospitals in that country. He and Kate met with their existing distributor in Italy, and trained a rep in Croatia. (It was in Croatia that the Beevers celebrated Thanksgiving, enjoying pheasant instead of turkey.)

Tips for IMDA members

IMDA members considering traveling to MEDICA next November might consider a few things, according to those who traveled there this year.

• First, share a booth, if you can. This not only saves money, but gives you a "home base" during the long show.
   
• Second, plan your time well. Trout spent about 20 bucks on a show catalog, which he used to plan exactly who he would call on and when.
   
• Third, plan your accommodations early. Trout had a room at a nice hotel thanks to his American Express platinum status. But that said, the hotel was quite a distance away from the convention center. Cab rides can get expensive.
   
• Fourth, unless money is no object, you might have to resign yourself to staying in close, but not constant, contact with your people in the shop. Phone calls are expensive, and the hotels charge quite a bit of money (anywhere from $20 to $30 a day) for Internet access. Trout compromised, keeping in touch with his staff "intermittently" but not "constantly."
   
• Fifth, be nice to the people in Europe, and they'll probably be nice to you.

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IMDA has changed, and the association wants former members to know about it.

The IMDA Membership Committee, under the direction of Martab Medical's Tony Marmo, is reaching out to members who have let their membership lapse within the past five or six years. The message is simple: IMDA provides valuable networking and education to its members, but it has added some hard-dollar values too.

For example, not too long ago, following some hard work by the late IMDA President Bob Wahlemaier and former President Shawn Walker, IMDA crafted an agreement for product and professional liability insurance with Alliant Insurance Services, Medmarc and The Hartford. Many members are saving money on their premiums while receiving comprehensive coverage. In many cases, their savings exceed the cost of their membership in the association.

More recently, spurred on by Shawn Walker's industry involvement in vendor credentialing, IMDA Executive Director Katie Swartz has crafted discount agreements with several providers of vendor-credentialing services, including Vendormate and Status Blue. At press time, Swartz was working on more agreements. One member reports that by taking advantage of those discounts, his company has saved more than $2,000 this year on his company's vendor-credentialing fees. Again, that exeeds the cost of membership.

IMDA still offers the only educational and networking venue for specialty sales and marketing companies in the form of its Annual Conference. (The next one is scheduled for May 16-18, 2010, at Keystone Resort in Keystone, Colo.) IMDA legal counsel Mitchell Kramer and Barbara Kramer continue to provide valuable services for IMDA members. And the executive staff continue to work to heighten the visibility of IMDA and its members among manufacturers of innovative medical technologies. But today's IMDA also offers benefits that go directly to members' bottom line.

If you see a former member of IMDA, steer them to the Website at www.imda.org, or have them give IMDA a call at (866) 463-2937. It's time they gave IMDA another look, and you might be the one to talk them into doing just that.

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Suppose you've just finished interviewing a promising, young prospective sales rep. After she has left the office, you ask yourself, "Dare I check out her Facebook profile or not?" What will you find there? And will you let that photo of her downing tequilas with friends in Wrigleyville sway your decision?

These days, there's a very good chance that any prospective employee under 25 or 30 has a Facebook, LinkedIn or Twitter page. Your question as a business owner, employer and medical specialty sales and marketing organization is, "How much weight do I assign to such social networking sites when assessing candidates?"

Mike Stankus, founder of STM360, a sales recruiting and consulting firm in Beverly Farms, Mass., has asked himself the same question. In fact, IMDA members might have noted a recent question he posed on LinkedIn: "When you're looking to hire prospective employees, do you check out LinkedIn and Facebook?"

People behaving inappropriately

Founded a couple of years ago by Stankus, a native of Chicago's South Side, STM360 helps organizations hire and integrate top-performing salespeople and managers, and offers coaching for sales leaders as well. "Our vision is to help our clients attract and develop the best sales talents in their specific industries," he says.

"The reason I posted my question was that I noticed people using LinkedIn and Facebook in what I feel are inappropriate ways," he explains. "I wouldn't want one of my employees acting inappropriately in cyberspace, just as I wouldn't want them acting inappropriately in the real world."

The LinkedIn question sparked interest in the social networking community, with approximately 75 percent of respondents saying they "absolutely" check out prospects' Facebook and LinkedIn profiles, or at least agreeing it's a good idea. The remaining 25 percent felt that doing so is an invasion of privacy, and could lead to discoveries that might lead to discrimination in the hiring process, such as learning a person's sexual preferences, marital status, age or political leanings.

All things considered, though, Stankus believes prospective employers should take the time to check out prospects' LinkedIn and Facebook pages, for a couple of reasons.

First of all, IMDA members have to understand that Facebook, LinkedIn and Twitter have distinct and different purposes. LinkedIn, for example, has built itself as a place where people can build a business network, while Facebook is more of a social and personal site, where people share information about themselves to others outside the business community. Twitter, meanwhile, allows people to post things about themselves to those who opt to "follow" them.

Cyber cocktail party

"Think of checking people out on LinkedIn as going to a cocktail party," he says. "How would you feel if someone was arrogant and pushy, and all they did was pitch their product or service?" If they do that on their LinkedIn profile, you might want to avoid them as potential employees.

Business owners and sales managers can also learn a lot about prospective sales reps by viewing their Facebook profiles and postings, says Stankus. For one thing, they can learn how tech-savvy the person is. If the person allows the general public to view their entire profile, that may be a sign that they don't understand how to use the technology. (These sites usually allow individuals to block all but a small portion of their profiles to the general public.) Either that, or they're exhibitionists. Either way, it's food for thought for prospective employers.

"The other thing I look for is, ‘How much time are they actually spending on this?'" says Stankus. "If you're a salesperson and you're spending a lot of time on these sites, that tells me you're not doing what you're supposed to be doing -- selling."

Twitter is a waste of time for many companies, says Stankus. That said, large corporations can benefit from it by monitoring what the public is saying about them.

One word of caution to IMDA members who open a prospect's Facebook profile or view their postings. In most cases, the person won't know who viewed their public profile. But for a fee, some systems, such as LinkedIn, allow users to learn who is checking them out. "Every time I go to click on someone's profile, I ask myself, ‘What are the consequences of them knowing I'm doing this?'" says Stankus.

Value to IMDA members

IMDA as an association has already posted profiles on LinkedIn and Facebook. And Stankus believes individual members could benefit by doing the same. For example, a company on Massachusetts' North Shore region might conduct a LinkedIn search using key words such as "respiratory therapists" and "Massachusetts" to harvest a list of potential customers fitting that criteria. "A lot of savvy manufacturers looking for prospective distribution do the same thing," he says, which is another reason IMDA members should consider LinkedIn.

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Codes of conduct notwithstanding, lawmakers continue to scrutinize physician/vendor relationships for potential conflicts of interest that could run afoul of Medicare regulations. On Dec. 9, Medtronic Inc. disclosed that it had received a subpoena in September from the Department of Health and Human Services' Office of Inspector General in California seeking documents relating to its pacemakers and defibrillators. According to a report in the Wall Street Journal, the subpoena also requested "documents relating to payments or items of value provided to customers."

The Wall Street Journal also reported that Medtronic competitor Boston Scientific disclosed in a quarterly filing with the SEC that it had received a subpoena from the HHS Office of Inspector General on Sept. 25. That subpoena reportedly sought information relating to contributions Boston Scientific's heart-rhythm business made to charities with ties to physicians or their families.

Most of the big vendor associations -- including the Advanced Medical Technology Association (AdvaMed) and Pharmaceutical Research and Manufacturers of America (PhRMA) -- have created model codes of conduct for their members, proscribing certain practices, placing limits on gifts, etc. Many professional societies and associations, including the American Medical Association, also have codes of conduct or ethics in place. But voluntary codes often aren't enough.

Some states have attacked the issue through legislation. Minnesota has a long-standing ban on gifts, and Massachusetts and Vermont this summer put into place some fairly strict limitations on vendor/physician relationships. Other states are looking at doing the same thing.

Physicians fight back

While public sentiment -- certainly that of hospital purchasing executives and probably that of hospital CFOs -- would seem to lie with those who frown upon gift-giving or other financial remuneration on the part of vendors to clinical decision-makers, a group of physicians is fighting back. This past July, an organization called the Association of Clinical Researchers and Educators, or ACRE, held its charter meeting in Boston. ACRE (www.acreonline.org) is an organization of medical professionals "who recognize that appropriate physician-industry collaborations and relationships benefit patients and advance science."

In an interview with the Journal of Healthcare Contracting magazine (www.jhconline.com), which is read by purchasing executives in hospitals and multihospital systems, Carey Kimmelstiel, M.D., defended ACRE's missions. Kimmelstiel is director of cardiac catheterization laboratory and interventional cardiology, and director of clinical cardiology at Tufts Medical Center in Boston, as well as associate professor of medicine at the Tufts University School of Medicine.

Yes, physicians can be influenced by gifts, trips, etc., he told the magazine. "Anybody can be influenced," he said. "That said, most physicians are savvy enough to be able to ferret out those who are giving a talk of value vs. those who are prostituting themselves. "This whole idea that our practice patterns are going to be changed by a pad of Post-It notes is kind of insulting. I have a little bit of a problem with the idea that if I use a pen with a company's logo on it, it will influence what I buy."

Kimmelstiel argues that overly strict conflict-of-interest policies can stand in the way of the education of students, physician trainees and practicing physicians. Many educational programs and gatherings are underwritten by industry. Under new, strict conflict-of-interest guidelines, however, industry may bow out. "Who will fund them?" asked Kimmelstiel. "Hospitals? No. State government? That's laughable."

Physicians need ongoing education on new technologies and pharmaceuticals, says Kimmelstiel. And the best people to provide that training are other physicians. "I don't like this term ‘promotional speaking,'" he says. "The only thing I promote is my patients' health. I call it ‘industry-funded speaking.'

"Do I feel guilty about getting paid [for giving talks and seminars]? No. I would rather spend time with my family. Why should I do it for free?" But physicians need to be trained about new technologies, clinical guidelines and clinical trials. "How is that going to happen? Only if you go out and conduct an educational session."

IMDA members can visit the ACRE Website at www.acreonline.org. Those with a cynical bent can view a satirical Website poking fun of ACRE at www.acrenow.com.

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Last month, in the second part of his series on building a world-class sales organization, Gerry Layo spoke about the importance of getting your new reps trained and producing. In the third -- and final -- part of this series, he talks about growing your reps into top producers, and keeping them.

Oftentimes, companies get new members of their team into a training schedule early on, covering things such as product knowledge, territory, company policies, etc. Once the new recruit has a basic knowledge of how the company works and what to do, he or she is assigned a prospect list or territory and sent to work. Even companies that have a very stringent, thorough initial training process often come up short when it comes to the ongoing process of training and development.

Ongoing, continuous training

It is the belief of Sales Coach International that training must be ongoing and continuous. As company leaders, we send our salespeople out into battle every day, facing constantly changing forces in the marketplace. I tend to use the analogy of sending lumberjacks out into the forest each day to chop down trees. If their axes are not CONSTANTLY sharpened, the lumberjacks will eventually have to work much harder. The result is turnover and/or burnout. The same can happen with salespeople.

In what areas do your people need to continually "sharpen their axes?" Do their prospecting skills generate greater or lesser results than they did last year? Have their questioning skills increased or decreased? Could they benefit from some new tools added to their professional toolbox? There is literally no end to the list of areas in which salespeople need to be developed regularly.

To stay competitive, even the greatest of professional athletes must attend regular practice to maintain and grow their skills. In fact, there are countless stories of the best in their field (Michael Jordan, Tiger Woods, Jerry Rice, to name a few) being the most relentless at honing their skills through practice and coaching. Wouldn't you expect your automobile mechanic to continually work on and upgrade his skills? How about your doctor? Well, your customers expect the same thing from your salespeople. Unfortunately, it is rare to find salespeople who will take on this growth initiative by themselves. Therefore, it is up to the leaders of the sales team to create and systemize ongoing and regular training for their salespeople. Training and constant development are part of the culture of some of the world's greatest companies, such as GE and IBM. Training needs to be scheduled and held sacred.

There are a few different levels of training and coaching people. First of all, training and coaching are not to be done in the classroom every time. The best leaders in business today schedule regular time in the field with their salespeople. When was the last time you spent time with your people in the field LISTENING? It is only after you know where your people need help that you can appropriately begin to do the things necessary to help them grow.

Sales meetings that people look forward to

Many companies hold weekly sales meeting to review performance, stats, quotas, etc. Salespeople rarely hold these meetings in high regard; instead, they look at them as unnecessary and a waste of their valuable selling time. That's why owners and managers need to look at every sales meeting as an opportunity to work on the skills, the hearts, and the minds of their people. The key to great sales meetings lies in preparation. What is the goal or the purpose of the meeting? What do you want your people to walk away with? Will you do all the talking, or will you facilitate dialogue? What key elements or issues do you want to attack in the meeting? Will the meeting hold value for all participants? What time will it start? How long will it run? What type of assignments will be given? What do you want to learn from the meeting?

Of course, many companies also choose to hire an outside coach or firm to provide additional training for their sales teams. This can be of major value to many companies in that the outside firm can give a fresh voice and perspective to the company's vision and philosophies. In addition, an outside speaker or trainer can help validate the efforts of the company towards change, which can oftentimes be difficult and unwelcome. When using an outside firm, we suggest having a minimum one-hour conversation with the speaker/trainer/coach in advance of the training session so that they know where you want to focus the training and what the main take-away message is for your people.

Quarterly or annual sales meetings are great times to gather sales teams for additional training and the exchange of ideas. These meetings can be held onsite or offsite from your headquarters. We suggest that when holding such a meeting, make sure that training is PART of the agenda, but not all of it. Time should be scheduled for team-building, networking (sharing of experiences), socializing, and recognition. Although you should be very focused on a training agenda, be careful not to take a multiday event and turn it into a training lecture circuit. It could have an adverse effect. Do whatever is necessary to make sure that your people look forward to the training they will receive.

Most important, remember that, done correctly, the ongoing training and development of your people needs to be looked at as a positive, healthy, and fun experience, with strong follow-through by the leaders.

Keeping your reps

Now that you have a solid, well-trained sales team, which is constantly being grown in quality as well as quantity, what can you do to make sure they stick around? The Harvard Business School conducted a survey in which top-producing sales professionals were asked to rank the top 5 reasons why they stayed in their current positions. These are the top 5 reasons:

1. RESPECT. How do your salespeople get respect from you or your sales managers on a regular basis? People choose the profession of sales because of the validation they receive when they succeed at getting to "yes." This process, however, can take them through a series of rejections and letdowns from potential customers and prospects. How is it that we can make sure that they receive the respect they deserve for being the leading edge for your company? Oftentimes, the answer does not cost a penny! Ask your salespeople for their opinion on things, then respect their suggestions. Thank them for working hard to build your business. Pay them on time; pay them what they earn; and don't mess up on their commissions! Make sure the rest of the company regards them similarly. Work with them, coach them, train them, and get in the field with them. You'll be amazed at what you will learn!

2. RECOGNITION. How many of your salespeople would say that they are overly recognized? Recognition is like oxygen for salespeople. As I mentioned above, salespeople have chosen their career for the feeling of validation. When they get a win, treat it as such. Recognition, like respect, oftentimes costs nothing, but it can mean the difference in the loyalty of your people. It is our belief that the things that get recognized get done. Recognition can be offered in so many ways: A handwritten note from the boss expressing gratitude and enthusiasm over a job well done. A plaque that recognizes (in perpetuity) the salesperson or employee of the month. An announcement to the team over the office PA system for a random outstanding act. A place to publicly post rave reviews from customers or fellow employees. Remember, don't confuse compensation with recognition (although random, spontaneous bonuses can be very effective ways to recognize proper efforts). Compensation is a right, recognition is a gift!

3. POSITIVE WORK ENVIRONMENT. Ask yourself this question: "If I worked here, would I look forward to coming to work, or would I dread it?" Would you work for you? A positive, upbeat, competitive, enthusiastic environment is imperative for top sales pros. Salespeople face a world of negativity and rejection in the marketplace. They have chosen a career as professional "no"-takers so that we may become professional problem-solvers. The culture and environment in which they work is imperative to their happiness. Take a look around your organization and identify the areas that need improvement. Here's a flash for you: It's OK to have FUN, as long as the work is getting done. By the way, if your office reflects respect and recognition, it will be a positive work environment. As business leaders and sales managers, we are not always the best to judge whether we have positive work environments or not. Ask your people how you can do better, what can be added, what should be removed, and what can be adjusted, changed, or enhanced. You'll be surprised at the answers you receive!

4. OPPORTUNITIES FOR PERSONAL GROWTH. All top performers are looking to grow, to do better than they did last year. If you truly want to keep the hitters and the winners on your team long term, you must continually work with them to create ongoing opportunity for personal growth. In addition to what you offer in your internal training strategies, look to outside agencies and organizations for additional avenues of development for your people. Bring in speakers/trainers/coaches for your team. Send your people to seminars and/or training sessions on a multitude of subjects. Support and/or offer to pay for additional education or extended degrees. Build and offer a library of resources such as tapes/books/videos for your people to reference regularly. Offer optional training classes on weekends to those who wish to take advantage of them. Most important, show your people that you are seriously invested in their growth and development, and that you are willing to do whatever it takes to make them more productive and developed.

5. MONEY. Most sales positions have some tie to commissions, and commissions are tied to results, and results are tied directly to Attitude, Skills, and Activity. Quite frankly, with those things tied to the five areas listed above, ask yourself this: What comes first?

As you look to build a world-class sales organization, make sure that you are focused on the right things. As sales managers and business leaders, it is not our job to grow sales. It is our job to grow our salespeople in quantity and quality every day. The initiatives named in these three articles should give you a simple road map to help you focus on how to get started.

Gerry Layo is CEO of Sales Coach International, Granite Bay, Calif., which -- through speaking engagements, workshops and extended coaching/consulting engagements -- is dedicated to helping companies in the areas of sales, sales leadership and customer service. He conducted two IMDA training seminars in 2008. Visit his Website at www.gerrylayo.com or e-mail him.

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IMDA Update Published by IMDA 5204 Fairmount Ave., Downers Grove, IL 60515 Phone:  (630) 655-9280 (866) IMDA-YES (866-463-2937) Fax: (630) 493-0798 Website:  www.imda.org E-mail:  imda@imda.org   Staff Katie Swartz: Executive Director Judy Keel: Executive Vice President Patti Perillo:  Senior Administrator Mary Moran:  Chief Financial Officer Mark Thill, Editor & Communications Director (847) 255-0716 Mitchell Kramer, Legal Counsel (800) 451-7466 Barbara Kramer, Legal Counsel (734) 930-5452 George Ayd, Jr., Insurance Administrator (703) 652-1309         2009-2010 Directors President Kevin Trout, Grandview Medical Resources, Inc. (412) 914-0950 President-Elect Anthony Marmo, Martab Medical (201) 512-1100 Secretary/Treasurer Hal Freehling, Jr., O.E. Meyer Company (419) 609-1633 Chairman of the Board Dave Campbell, PhD, Vital/Med Systems Corporation (303) 660-0888 Directors-at-Large Tom Birmingham, Bay State Anesthesia, Inc. (978) 682-6321 George Howe, Mercury Medical (727) 573-0088 Philip M. Reilly, KOL Bio-Medical Instruments, Inc. (703) 378-8600 Don Reiter, Specialty Respiratory Care, Inc. (818) 717-8807 x19 Bill Schultz, IPV Medical, LLC (760) 212-2769 Past-President Shawn Walker, Bay State Anesthesia, Inc. (978) 682-6321 Manufacturer Representative to Board Tim Beevers, Beevers Manufacturing & Supply (503) 472-9055 The ideas presented in this newsletter may or may not be applicable to your particular situation.  Always consult your tax advisor, attorney or CPA before putting them into effect.