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Hub You - 6 Danger Signs You May Be Headed to Micro-Management
As the head of training, I was a team member of a cross functional team organized by a pharmaceutical company to address ways to increase field force effectiveness. At the time the team was organized the company was surpassing sales goals, however, recognizing that within three years the company would begin to face loss of patent protection, increased governmental price pressures and generic competition, the president sponsored this team to find ways to be more competitive in a more difficult environment. Other members included heads of BT, HR, OE, Sales and several outside consultants. The team leader was an in line sales manager
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require deta
Some businesses flourish while others slowly fade away. There’s usually a good reason. Here are two examples. Bernadette, my wife, has a busy schedule. She will often call for a manicure at the last minute. She’s been going to Carol’s Beauty Shop and Day Spa for the past two years. According to Bernadette, whenever she calls Carol and regardless of how full her schedule is, she is always pleasant, professional and very accommodating. When Bernadette calls and asks “Do you have an opening for a manicure this morning,” Carol never says no. You can hear her smiling on the phone when she says, “Sure, let me see what’
Do you want to know the big difference between due diligence and a core competency?
Here's a classic example:
Collecting 50 business cards per day is an act of data procurement, while training to a 60% conversation to appointment ratio is focusing on an essential component to ensure your sales team's success.
Don't focus on accountability to tasks but enlighten to identification. It's much more important to teach your people the "business" of the business they're in.
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require detai
It's "Why do people fail to even consider them?"One of the major problems with advertising is that there are far too many Chiefs and no Indians at all! And all have a different opinion as to why advertising is under severe questioning.Here are just two examples of ChiefSpeak:"TV under pressure", says Accountant turned Adman, Sir Martin Sorrell. However he goes on to say, "Television is under pressure at the moment from the Internet…but predictions of a depression have gone too far. Television advertising is not going to disappear. It still has the pulling power, but the balance will switch".I wonder i
If you currently have your sales team accountable to tasks, then you're merely "managing" tasks. In order to become more effective - you should be training on measurement of competencies so your people can 'run their own business.'
2) You measure details not directly related to performance and results.
A telecommunications sales manager proudly told me he requires his sales reps to document '100 dials per day.'
I was shocked when I heard this. I asked him if he was in the 'dialing' business or the 'communication' business.
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require deta
Most of us have heard of the word entrepreneur and the meaning that single word conveys. Yes, an entrepreneur is the one who is willing to own and operate and take the risk of operating any business. He is the one who manages all the factors of production to carry on with production. But with time, the purview of the word entrepreneur changed dramatically and it became a comprehensive word signifying a lot of different aspects of business.Two major extensions of entrepreneurship that has resulted due to the changes in the markets are Technopreneurship and Minipreneurship. The words are self explanatory but let's try to have a
Think about it for a minute. What does the measurement of 'dials' have to do with performance or results? Can you ever improve your dialing skills?
It's insane to waste time and energy measuring that type of stuff when there are so many other "valuable" things to measure.
The focusing of measurement not related to "performance and results" takes you away from the real deal…essential competencies.
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require deta
What can you do? Most of life is really one form of scam or another. The biggest scams are being uncovered as scientists peel away the layers of reality to reveal that nothing is really as firm as we believe them to be. A piece of wood may look solid enough so that if one were to be hit in the head with it, some form of damage would be inflicted on skin of the head if not fracturing the skull itself. On the sub-atomic level, the atoms that comprise that piece of wood have another kind of reality. An atom is composed of a nucleus and orbiting electrons. The nucleus and the electrons never meet such that it might as well be infinite sp
In the X2 system 'Show Time' begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you'll spend less time documenting insignificant information and more time analyzing meaningful business metrics.
3) You attempt to manage your subordinate's 'time'.
During the playoffs, a winning college coach was interviewed about his coaching philosophy
He said:
"You develop the best game plan you can, build systems and processes to help support it, train everyone how to work within it, and then let the players go out and unleash their natural abilities. You let them play the game between the lines."
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require deta
To succeed in today’s crowded marketplace where most of the products and advertising look exactly the same, a small business owner must stand out, shouting above the din with a message so clear and compelling that prospects stop and take notice. It’s a matter of business survival. Unfortunately, most entrepreneurs quickly retreat to the supposed security of sameness, soon to be lost in a sea of anonymity and a tidal wave of frustration. In effect, albeit at a subconscious level, they are saying , “I don’t want to be different”.In back room offices and store fronts everywhere, salespeople are telling business owners they shoul
Makes sense doesn't it?
Most sales reps will be accountable to results if you identify the important competencies required for success. Your job is to supply targeted training with appropriate structures for learning and application, and measure degrees of improvement.
4) You require detailed forecasting beyond your normal sales cycle.
It's hard to imagine a management strategy more toxic than this one.
Because only two things can result and both are disastrous.
Let's say your average sales cycle is 27 days and you require your team to supply a 30, 60 and 90 day forecast. First of all, the forecasts you get won't be very accurate to the actual results. Second, it will probably be resented and considered 'busy work.'
Here's a much better idea:
Set up your forecast to the time within your control - in this case a 30-day rotating calendar. Define a business rule for forecasting accounts on a weekly basis.
Ask empowering questions:
" Has it passed the defined gateways to be included on your opportunity list?
" Have you helped the sales rep 'scrub it' to make sure it's realistic and not pie-in-the-sky?
" Have the proper strategies and tactics been implemented per account to effect a higher closing ratio?
Bring your forecast accountability back within your normal sales cycle for more focus and better results.
5) Do you see yourself as a people manager or a behavior coach?
Attempting to manage people delivers rather poor results. (It really does!)
People usually resent being 'managed'. They feel controlled and naturally become defensive…especially sales people who are self-starters and consistent producers. That's why experts say to manage to 'required behaviors.' I have always believed in taking it one step further. Here's an example of what I mean. Webster's dictionary defines behavior as 'an act'. You can tell people how to act or show people how to act. I suggest you do this with transferable systems and powerful routines that are in line with the competencies that will improve their results. (You decide)
6) Is your management style the same for self-starters as it is for mediocre performers?
Think about it…
Your ultimate goal is to empower ALL your sales people to be self-sustained performers, right? Some people need more help than ot
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