One of the most difficult aspects of managing underperforming sales reps is determining what actions you should take as a manager if a salesperson isn’t meeting expectations. Norman Behar, CEO of the Sales Readiness Group, offers these tips:
- Clarify expectations. Managers tend to focus on results and not on clearly communicating expectations and managing specific behaviors. Personalize communication, state the desired results and be clear about the behaviors that will produce those results.
- Provide feedback. Some managers neglect pointing out performance gaps until they are “forced” to conduct annual performance reviews and, as a result, live with subpar performance far longer than necessary. Analyzing performance on an ongoing basis and providing more timely feedback is more likely to produce change in behavior.
- Address performance gaps. Is the performance gap prevalent across the sales team or isolated to a handful of sales reps? If it is more widespread, the manager must review expectations and the messaging about how to achieve them. If the performance gap is only with a few reps, assess whether the problem stems from a lack of sales skills or a lack of motivation. The answer to that will shape how you address the matter.
- Take action. Unfortunately, when it comes to taking action, managers often feel like their options are limited to living with the status quo, putting the salesperson on a performance plan or terminating the salesperson. In reality, they have a much broader set of options, including empowering, training, coaching, counseling, discipline and (when necessary) termination. Most importantly, remember that you are supporting the sales rep’s development when you proactively address performance gains and gaps.
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