person in the variable performance range; and a 1–3 rating equates to poor performance.
Salespeople tend to skew their own self-ratings higher, so the coach must develop and measure specific key performance indicators (KPIs) to justify the rating. KPIs are simply the results achieved by the performance of a certain be- havior. For example, a KPI for pros- pecting would be the actual number of first face- to- face appointments yielded by the performance of the be- havior. Six first face- to- face meetings per week might be an indicator of acceptable behavioral performance, so six could be identified as the KPI of success. If a salesperson delivers only three first face -to- face meetings in a given week, however, he would be performing below KPI. After the coach has effectively rated each behavior based on current per- formance, it’s time to consider three keywords associated with improving the execution of each: more, better, and different.
Does the salesperson need to per-
form more of the behavior to raise his performance?
Does the salesperson need to per- form the behavior better to raise his performance?
Does the salesperson need to per- form the behavior in a different way to raise his performance? The coach must carefully analyze
SELLING TIP Busy as Bees
You hand the receptionist your card and are informed, “Mr. Carter is very busy. It will be a while.” What to do? Two things: 1. Remain friendly and polite regardless of your reception. 2. Be strong willed.
Though that sofa and those easy chairs in the recep-
tion room are inviting – a comfortable place to settle down and relax, read a magazine, and take it easy
COACHING, PRESENTED BY BILL BARTLETT – SANDLER TRAINING
the salesperson’s current level of execution and determine which of these keywords apply and when. This kind of assessment helps salespeople realize the control they have over their own ability to succeed. Here’s the main thing I want you to understand: If you aren’t benchmark- ing the 10 sales behaviors for field salespeople – or if you haven’t identi- fied measurable key performance indicators that support each of those behaviors – you have no way to gauge growth within the selling role, and no reason to expect any performance improvement from the salespeople who report to you.
Sandler trainer Bill Bartlett is a critically- acclaimed coach and facilitator who excels at identifying core challenges and implementing growth strategies that are transformative in their depth. Bill has a client list spanning from small com- panies to the Fortune 500. An accom- plished executive coach, Bill also works with Fortune 1000 CEOs, professional athletes (PGA, Major League Baseball), and actors in Hollywood. With more than 40 years of experience, Bill helps clients increase productivity and profit by de- veloping high-performance behaviors, winning attitudes, and superior sales and management techniques.
– sitting there is a nonproductive way to spend your valuable time. You’re better served staying on your feet. Stroll back and forth. Glance at your watch from time to time. Get the message across that you’re busy too. What will this accomplish? If you remain comfort- ably seated, the receptionist can easily forget you are there. If you stay on your feet and are obviously aware of the time, he or she will be constantly aware of your presence. This will prod the receptionist to inform Mr. Carter from time to time that you’re still there and are being kept waiting.
It keeps you hopped up as well. – RAY DREYFACK SELLING POWER APRIL 2016 | 25 © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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