Guest Post By: Kitty Barrow
As a sales manager, we’ve all been there, haven’t we? We have all had team members who weren’t performing as they should. Then we hire a new team member, and we fear that the new team member will think the others are role models to follow. So, without really thinking of the consequences, we throw our current team members under the bus by telling the new person to not watch the others because their activity or results aren’t acceptable.
Wow. How did that help?
Imagine how confused you would be if you were hired to perform at a higher level than others while other people are left to do as little as they pleased. How would that be fair?
In working with many sales managers and business owners, we have seen this pattern repeated often. Why? Typically it is because our client is trying to turn around their sales by bringing in new talent, but they aren’t in a place where they can let the other lower-performing team members find success elsewhere.
This practice is wrong on many levels:
First, it sends an immediate signal to the new team member that you (their new leader) can’t be trusted to have their back.
Second, it lets the new team member know that “gossip” is accepted here.
Third, it sows the seeds of distrust among team members. Any one of these is a problem. All three of these can be fatal for your organization.
So what is a manager to do?
Step 1: Let everyone know the vision of your company. Where do you see everyone going and what do you see them achieving together? Present this to your team early and often. Get everyone excited about the part they play in the success of the team as a whole.
Step 2: Before bringing in new sales team members, sit down with your current team individually to discuss their personal and professional goals. Also, apologize if you haven’t been clear in your activity expectations in the past or you haven’t been doing your job as a leader to hold them accountable to doing the things that will help them reach their goals. Let them know that you plan to be a better leader for them because their personal success is important. Set out a reasonable plan for sales activity (referrals, dials, reaches, appointments set, appointments held) and begin tracking them (preferably using our CSF system that will do the math for you with quick and easy reports). Set up weekly one-on-one Personal Conferences (PCs) where you will review their numbers and help them improve in the areas where they need help to achieve their goals.
Step 3: Hire your new team member and repeat Step 2 (sans apology). No comparison needs to be made with the current team members. Everyone should be held to their own activity levels, which should be consistent for everyone.
Step 4: Prepare for the best and the worst. Best case scenario is that you continue to meet with all team members and work with them to perfect the skills they need in order to hit their activity numbers. You stay consistent with your help and accountability, and they continue to get better at achieving more than they had before. Worst case scenario is that your team members don’t step up to the plate. If they aren’t willing to work toward what is expected of them, then you will need to think about putting them on a Performance Recovery Program (PRP) —or Performance Improvement Program (PIP)—which includes a training program. If they aren’t successful on the PRP, then you will need to be prepared to help them find success with another division of your company or with another company.
Step 5: Stay consistent. The best sales leaders are consistently keeping the company vision in front of their team members while also connecting sales and activity numbers to t achieving personal and professional goals. Consistency in casting vision, accountability, and helping them to develop the skills they need to be successful will keep you from ever feeling the need to throw any of your team members under the bus. Instead, you will be lifting them high in recognition for how much they are achieving.
Kitty Barrow is a Senior Partner and Executive Sales and Leadership Coach of Southwestern Consulting. She specializes in creating successful systems that are easily duplicated. Her motto is “Keep Things Simple for Stress-less Selling.” Kitty has trained thousands of sales professionals in companies such as Wells Fargo, MassMutual, New York Life, Xerox Global and Allstate