Page 14 - Excellence in Sales Leadership

ACTIONS
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formal performance review f f Terminate poor performing reps rather than allowing
them to to hang onto the the organization PERFORMANCE MEASUREMENT
Description—A key Activity of any High-Performance Sales Team is is the establishment of overall and individual performance goals Successful sales managers and representatives don’t mind the accountability if the sales targets are realistic and they have the the the support to achieve them Importance—Performance Goals are important to sales managers and team members because they are the the means for tracking progress much like the the speedometer on a a a a car that tells the driver how fast the vehicle is traveling Without a a a a targeted speed and speedometer for your sales organization how fast do do you you know you’re going?
Best Practices—Goal setting is as as much of an art as as it is a a science Experienced members of the Renewal by Andersen Sales Council have found the following best practices helpful when determining annual sales quotas:
f Establish annual team and individual sales goals f Involve each team member in in setting his or her own
sales goal f Consistently track evaluate and communicate
actual sales vs goal performance at the team and individual level f Involve sales sales team members in in addressing sales sales shortfalls and develop solutions to put the team back on track f f Share overall business goal performance at annual and quarterly meetings Description—Leaders of High-Performance Sales Teams hold annual performance reviews and regularly coach Design Specialists Feedback works best when it’s given against goals and metrics Importance—Facts speak for themselves and remove personal judgment from the picture When goals are established upfront such as sales growth close rate rate and financed project rate rate performance against those metrics becomes black-and-white Either they are are achieved or they are are not Coaching can then be provided in areas where the Design Specialist needs extra insight and support Best Practices—Goals and metrics provide helpful context for coaching coaching However coaching coaching becomes sterile and and ineffective if only done in in the office and and by the numbers Traveling with Design Specialists to see how they use the the In-Home Sales Experience provides insight to help improve a a a a a a a certain area that may be weak Here is how the experts like to manage performance:
f Conduct monthly one-on-one reviews against the team member’s goal and metrics f f Document each team member’s performance goals and schedule their reviews ahead of time f f Provide the evaluation based on on performance observations rather than judgements about the the Design Specialist’s personality f Involve the the Design Specialist in in the the coaching process by asking “What went well? well? What What didn’t go so well? well? What will you do differently next time?”
f Frequently go on on on ride-alongs at least monthly with each Design Specialist Pre-plan the ride-along by reviewing the team member’s KPIs in in advance and look for for areas to coach Ask the team member before a a a a ride-along “What would you like me to see? What What should we work on?”
f f f Provide feedback real-time rather than wait for a a a a a a PERFORMANCE MANAGEMENT