MANAGEMENT
Who’s the Dead Weight on Your Team? C. LEE SMITH
In sales, we often talk about setting the bar high. But there’s another bar for sales managers to consider.
It’s not the high bar that sets the desired standard; it’s the LOW bar that can be a job killer.
The “low bar” is the lowest level of performance accept-
SMITH
able for salespeople to keep their job. And you set it by what you allow them to get away with. You may not see the negative impact immediately, but it’s a morale killer to the other higher performers on the staff. Here are eight examples of how you
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set the “low bar” for your sales team… 1. If you allow: salespeople to routinely miss their goal. The “low bar” you’re setting: If you miss your sales goal, there’ll be no consequences. So don’t worry about it. How to fix it: Adopt a “three strikes and you’re out” policy.
2. If you allow: salespeople to be rewarded for reaching only 80 percent of goal. The “low bar” you’re setting: 100 percent becomes the REAL stretch
goal, because 80 percent seems good enough. How to fix it: Stop all incentives for anything less than 100 percent of goal. Be more realistic about the goals you’re setting.
3. If you allow: salespeople to rou- tinely show up late for meetings. The “low bar” you’re setting: It becomes OK to be 5-15 minutes late. Hope your advertisers feel the same way! How to fix it: Start meetings no more than two minutes late. Reserve the front row of chairs or those closest to you for late arrivers so they can’t just sneak in undetected.
4. If you allow: salespeople to not enter everything into your
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