Performance Master: 

As long as revenue growth is the scorecard for a salesperson, you will need to be the scorekeeper. All salespeople must be held accountable to a goal. The more easily quantified it is, the better. Break the revenue goal down to a monthly, weekly or daily goal; whatever is appropriate for your business. Hold your individual salespeople accountable for their goal. If they are not meeting an acceptable level of performance, intervene, and do it quickly. Do not accept excuses from salespeople based on the economy, the market, or the competition – just hold firm and expect them to meet their goals.

Additionally, set activity goals if you are trying to modify behavior. For instance, if you have a salesperson who is not meeting sales expectations, but you believe they can perform, set activity expectations. Determine how many calls they should be making on a daily basis based on what their closing ratio is on proposals. Then work backward to determine how many appointments it takes to be in a position to make a proposal, and how many calls it takes to get an appointment. Once you know how many calls they need to be making every day to achieve their goals, hold them accountable to that number.

Are you a paper pusher, or a true sales manager? How well do you apply these five skills? Spend 80% of your time coaching, motivating, mentoring, recruiting, and holding the sales team accountable and watch the results sky rocket.

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