The Measured Mile - Performance Management
Tuesday, April 12th, 2011In my last post, I talked about the importance for managers manage performance in their organizations, not ignoring performance issues. In this post, I want to go into establishing the performance improvement plan and putting someone on a “measured mile.”
With another global multinational, I saw an enormous flow chart and decision tree. First, it took a whole wall in their offices, so it was a convenient tool for sales people. Second, it tried to anticipate every single outcome from each activity, then mapping the next actions based on each outcome. You know what happened with this process. Finally, and this is what I see most often, the organization has adopted the “out of the box” process from it’s CRM vendor or it’s sales training vendor. Can you imagine this-the same process is used for a major multinational bank, a semiconductor start-up, a retail store, a marketing research firm… Something seems wrong here.
More often, managers just tend to push offending performers to the side. Not really addressing the issues, perhaps isolating them, but leaving them on board-serving as a distraction to everyone on the team. Often, these poor performers may not really know they are poor performers or may never know how to improve performance. When the opportunity comes to do a lay off (or the opportunity is created to lay off people), these non performers are quickly given an exit package. They go off, find another job, probably perform marginally, and the cycle repeats itself.
Developing the process is easy and fast, here’s how to do it: - Every top sales professional has a process they use, it may not be conscious. To develop the sales process, the quickest, most effective starting point is to lock a few of your top sales people in a room-people who are in the front lines, calling on customers every day. I also like to add the “laziest sales people, who consistently make their numbers.” They have reduced selling to the essence. These are the people that know how to sell and produce results. They have the knowledge of what works-in developing the sales process, leverage their knowledge, experience, expertise and pragmatism to develop your first draft of the sales process. Let them develop the first draft-give them no more than a day!
- Next, engage your customers. Talk to them about how they buy, ask them how they want to be sold to-believe it or not, customer want to be sold to, they just don’t want their time wasted. They want sales people to help solve their problems in a meaningful, effective manner. It’s in the customer’s best interests that you have a sales process that’s aligned with how they want to buy-that even helps facilitate the way they buy! Make sure your draft sales process is aligned with your customers’ buying processes.
Putting someone on a “measured mile” is difficult. It’s an emotionally charged time, both for the sales person and the manager. It requires time and focus. Ideally, the coaching managers do pre-empt the need to do this, but there are times when a performance improvement plan is necessary.
In my next post, I’ll talk more about the “measured mile.” When the manager and sales person enter into this process, both must be committed to a successful outcome-otherwise both are wasting time.
If you want an effective sales process-it can’t be developed in a dark room, it has to be developed by and in front of sales people and customers. It’s actually much easier, much faster, and produces profound results. If you want more help in developing your sales process, get our Free Sales Process eBook. It also includes a Self Assessment - look at your current process to see how good it is.
Yuki sano is a well-known author who writes blogs and articles. Debt Consolidators personalized debt consolidations quote reduces your debt up to 70% can avoid debt mount & bankruptcy! Should you get a second mortgage or a home equity line of credit?