Drew Frank is the Rocky Mountain Division Manager for Cutco/Vector Marketing, headquartered in Denver CO. He is THE top field manager in the company, having run a championship Office in 10 of the past 14 years, and a championship Division in 6 of the past 7 years. His South Denver office holds the all-time company record with over $3.7 million in annual sales, and his Division just completed an epic comeback to finish #1 again in 2020. With over $77 million in total career sales, Drew is a member of the Cutco/Vector Hall of Fame. He is a master at creating an environment of accountability in which people at all levels are more likely to achieve peak performance. Drew has become the most sought-after speaker at company events, and his influence has been felt in every corner of the organization.

Q&A WITH DREW FRANK

Q: It’s been an awesome year for you (2020) despite of the challenges and uncertainty. IWhat are you most proud of from this past year?

• I’m most proud of the District Managers and CSPs of the Rocky Mountain Division. For them to take that change with poise, professionalism, positivity and just taking it in stride. Not getting overwhelmed.
• Curtis Jaques had an unbelievable year almost $800,000 in sales. The way our CSP team responded and found a way, and our DMs found a way.
• It was really impressive. I’m just proud of everyone in the team. Everyone in our division took responsibility to do their part. Nobody gave up when it seemed hard.
• As a company, I think it was neat that we viewed things through from a different lens. We’ve being thinking for decades a customer has to physically hold a knife to buy Cutco. That’s not true with our virtual program. I love we were able to make some cool changes.
• The corporate support for our reps in their bonus programs, support for our DMs. It really showed that Cutco is a family from top to bottom.

Q: You’ve had truly widespread success this year all through your division. You’ve mentioned a few of the CSPs that have done well. Kevin Barthe, Maz, Adam Hayes-Lemmon, Jenna in Boulder, the list goes on. All of the success stories from the Rocky Mountains Division in this past year. What do you think flipped that switch where virtually everyone in an organization begins to succeed?

• There is much buildup, there’s so much that goes in everyone being prepared at the same time. It’s like a sports team going to the playoffs, being ready. It’s not just a decision like saying “ok we’re behind, we need to make a comeback!”
• I think of that desire, wanting to grow, wanting to succeed. That’s not a decision you can make all at once.
• There’s so much that goes on, building the ability for everyone to step up and perform at the same time. I think a lot of it comes from planning and preparation.
• This fall has been so much fun. The competition, we love it. It’s a fun run we have had with our organization. But we’ve being planning it all year. The results to us weren’t a surprise. I think it comes from the culture within the division.
• The culture of wanting to succeed. I guess it starts with respect for leaders.
• Accountability isn’t just setting goals, sharing communication and expecting people to follow. It comes from mutual respect and being there for each other.
• Whether it’s a manager managing reps or a DvM managing offices, giving more than you get. You’re giving so much value. Making sure I’m always giving personal, professional and financial value and helping people grow in all areas of their lives.

Q: Let’s talk about the concept of painting a vision for your people. I feel beyond this idea of belonging, team spirit and all the accountability that comes from it, you’re great at painting visions. What are some of the ways you go about doing that?

• The way my brain works. I have to think it in steps and break it down. Step #1 always starts with me. it’s having an unwavering belief in the opportunity, the potential. It creates an emotional response in me. I feel it and know other people can feel it too.
• The 2^nd part is knowing what their starting point is and having appreciation for their lens. Having an understanding on what matters to them. What motivates them.
• Sometimes as managers, we think we know what’s important to people, but a lot of times, we’re really far off.

Q: How do you figure that out?

• This is from a lot of years of listening to guys like John Vroman talk about how to ask good questions, how to ask real questions.
• When I’m in a conversation with someone, I’m not going to ask questions just so they feel good I spent time with them.
• I really want to know what’s their greatest motivation, their biggest challenge or fear in this job. Who’s the most supportive and least supportive in their lives.

Q: What else? You’ve mentioned there are a few other things in your formula for painting a vision.

• Next is respecting your perspective. Knowing you’ve seen things that person hasn’t seen or being exposed to before.
• I think most people can only think half as big or far into the future as their leader can.
• Next is being able to tell stories. Being able to convey what it’s like to have success.
• The last is to simplify the heck out of it, simplify the actions.

Q: What about when you have somebody who isn’t being accountable, not following through on their commitments? I’d love for you to give some examples of conversations you’ve had with people like that.

• Refer to Drew’s PDF attached here.

Q: Tell me how do you work with managers in this way?

• It’s a similar approach. I don’t think much changes except that managers also know this pattern. They know the 6 steps to the accountability conversation.
• I think what makes this important and impactful is a genuine and authentic approach is comfortable on both sides. For example, what’s going to be important for Jenna is going to be different for Maz. It’s different because the end goal is different.
• The flow of the conversations is taking responsibility, being honest and painting the picture. What’s available for them in the long-term, asking for permission to restart.
• The last 2 steps are resetting those expectations, resetting communication and creating that simple plan we talked about before.

Q: What about when it’s been a bunch of times you’ve had these conversations? We’ve all had people we have had to have these communications for the 5^th time. What’s it like in a case like that? How do you shake someone up when you know they are heading to the edge of the cliff?

• It’s tough because it is emotional on both sides.
• For me, it’s always been complete honesty
• Ultimately, it boils down to is it worth your time?

Q: What else do you feel creates peak performance in your organization?

• Short term goals keep you focused, long term goals keep you motivated.
• Appropriate goal setting with simple steps and actions.
• Also preparation. People can only think half as far into the future as their leaders can.
• Just helping people begin to think about the future, the larger scope and mindset.

Q: Any other peak performance insights from the Rocky Mountains Division?

• It’s part of business realizing that sometimes you’re going to be on fire and sometimes you’re going to be struggling.
• Most of our CSPs had growth numbers in November and December.
• Most of our DMs had growth numbers in November and December.
• If someone is in a streak or slump, it takes a powerful, positive conversation to turn that around.

Q: As you look at your own self, how do you use these principles that we’ve talked about to keep yourself accountable to your goals?

• For me, it’s respecting the challenge.
• Overestimating the challenge and underestimating myself and my ability.
• That way, I’m always overprepared.

Q: When you look into the future, 2021 and beyond, what are you excited about?

• I’m not excited about Dane Espegard doing what he is going to do. 😉
• 2020 taught us it’s important to be present to enjoy the moment, enjoy the process. I’m looking forward to having so much fun with my DMs, CSPs and reps.
• Working together to help them grow, help them to continue building their business.

FINAL THOUGHTS

• Drew shared how accountability begins with mutual respect.
• This isn’t the leader respecting his people. It’s the leader building up a feeling of respect from the people to them.
• That comes through appreciation, recognition. It also comes through giving value to your people, not just professionally, but also personally.
• I liked what Drew shared about the leader taking responsibility when something isn’t going right and being vulnerable enough to say ”I’m sorry I feel like I failed you in this case, and I want to make sure you succeed.”
• Of course, if you acknowledge failure and struggle, it’s important to turn that around with building people up.
• Building their potential, what you see for them. Helping to create that vision of what ispositive, what’s in it for them if they make strides and turn things around.