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As a manager, executive or owner, the only valuable you possess is your time. To successfully manage your time and grow your business, ask yourself the following question daily: "Does 'it' advance my business?" ("It," being whatever activity you are doing or about to start.)
Let's take a look at several examples, which might resonate with you.
Activity – Understanding your direct reports' personal goals
Does it advance my business? Absolutely
I read an article recently that slammed sales people for using the "hard sell" tactic of asking for a decision at the end of a presentation.
To paraphrase David Sandler, don't make presentations without a prior commitment to make a "no" or "yes" at the end of the presentation.
Two valuables a sales person possesses are information and time. Making presentations without a commitment by a prospect to make a choice between "no" and "yes" at the end is a waste of both.
Now, there are two instances when asking for a decision at the end of a presentation is a hard sell tactic
Here's a quick acid test of your hiring-to-turnover ratio. How often are one of these phrases heard in your company?
- I'm not a micro-manager.
- I hired them to...
- They know what they're supposed to do...
If our business world was homogenous then those phrases would be correct because every sales job would be exactly like every other sales job. Every expense filing procedure would be exactly the same at every company and every role would have exactly the same weekly behavior expectations
Most salespeople hate role play even though it is one of the best tools to help them grow. Unfortunately, traditional role plays set up a salesperson to feel bad about themselves instead of learn.
We strongly suggest that managers be the salesperson when role playing, especially when working with new reps, for two reasons. First, playing salesperson allows a manager to demonstrate the behavior they expect of their reps in front of a prospect. Second, a manager shows their team that they've still got the skills to sell in the field
It's estimated that the cost of recruiting, interviewing, hiring and onboarding a new salesperson costs a company between $75,000 and $300,000 per rep. Unfortunately for most companies, their onboarding program contributes directly to those new reps leaving.
Let's pretend we're watching a newly hired rep; we'll call him Greg. Greg was highly successful with his last company where he sold to the same type of prospect as his new employer but to different contacts. Greg's manager believes that his contacts from his previous company will generate warm leads to his new prospects
The most common complaint we hear from the heads of professional services firms (lawyers, accountants, engineers, marketing or PR agencies) is that their people are technically brilliant, but have a serious aversion to business development.
Totally understandable considering the training the majority of professionals receive relates directly to delivering services they provide (e.g. how to conduct a better audit or how to create a crisis communications plan)
David Sandler said, sales is no place to get your needs met, but too often salespeople get their needs met by eagerly jumping through the hoops their prospect puts down, not for the chance at getting an order, but because they want their prospect to like them.
Salespeople mistake their prospect liking them for success because they have "I/R confusion."
What this means, in simple terms, is they mistake their self-worth or identity (I-Side) with the role (R-Side) they play, like salesperson.
When someone confuses their I-Side and their R-Side they exhibit two primary behaviors
As a manager, your most valuable asset is your time.
In Part 1 of "An Alternative to Traditional Performance Management" you learned how to get time back in your week by implementing a 3-part performance management system: funnel management, a weekly behavior plan (a.k.a., "cookbook") and a personalized development plan.
In Part 2, you'll learn a system for reducing your time spent on, and your team's anxiety about, their performance review
Like a coach in pro sports, your primary function as a manager is to improve the performance of your team.
Unfortunately, traditional approaches to performance management may have initial success, but are difficult to sustain.
When distilled out of their packaging traditional performance management looks like