Developing your sales performance radarPaul Kenny

Quick Introduction

• Help new Sales Managers to cope with the leap from sales person to sales manager

• Help organisations that are struggling with sales performance issues to identify viable solutions

• Help emerging sales organisations to put in place the systems and sales stories

3 Golden rules from 24 years in selling• Sales performance is

not a complex issue

• People make it much more complex than it needs to be

• Golden rules should be treated with a great deal of suspicion

Sales Performance Radar

Fundamental grasp of SP

Remuneration & Reward

JobSatisfaction

Sales SkillsDevelopment

SalesResources

FeedbackSystems

Fundamental grasp of sales performance

• Do we understand the difference between sales results and sales performance

• Do we know what type of sales performance we are looking for

• Do we have a thorough and relevant competency framework for our sales people

Remuneration & Reward

• Do we run regular “fairness checks”

• Is our R&R system completely transparent

• Do all our sales people have personal plans that help them to maximise their earnings

• Do we regularly engage the sales team in the target setting process

• Do we have a system of rewarding performance as well as results

Sales Skill Development

• Do we have a meaningful set of competencies for sales

• Can our sales managers still sell to a very high level (without resorting to rank)

• Have we trained all our sales managers to be effective sales coaches

• Do we know who our sales mentors are and do we recognise their skills and efforts as mentors

• Do our training programmes cover all staff and do they reflect the changing needs of the marketplace

• Do we conduct regular and thorough side by side training in all forms of sales

Sales Skills Development cont’d

• Do we conduct regular performance appraisal (3 months)

• Do we actively review our sales story at least every six months

• Do we conduct skills refreshers at least every month

• Do we expect our our managers to develop their staff and do we actively reward them for doing so

• Do we have a spirit of friendly competition between individuals and teams

Job Satisfaction 1 Recognition and reward

• Do we have regular incentives and reward programmes

• Do we deploy our incentives tactically to develop the areas of sales performance that really need working on

• Do our incentives reward performance not just sales results

• Are our incentives fully inclusive, personal and fun

• Do our incentives create at least one different hero every week

Job Satisfaction 2 Values and Drivers

• Have we enquired formally and skilfully as to what people value about their work

• Do we link individual values and driver to personal development plans

• Do we have customer testimonials writ large through our building, our systems and our training and development programme

• Do we know how to recognise performance and to reinforce performance drivers in our business

• Do we have an idea as to the extent that sales people care about the product and believe in it

Systems and Feedback

• Do we have a real time sales progress system that measures and reports• Identification goals

• Contact goals

• Sales goals

• Results

• Do our sales people have enough information to create a high quality personal business plan

• Do we hold weekly sales team meetings

• Do we devote 80% or more of the time in these meetings to the performance rather than the result

Sales resources

• Do our sales resources tell the sales team that they are integral to the company success

• Do we have a clear sales story for each of our products and d

• Do we have well defined sales tools to help our sales people really be their best

Don’t over complicate stuff!

Q + Q+ D= Performance