by Greta Schulz

Created on: November 20, 2009

I met with a CEO of a large manufacturing firm. We talked for a long time about challenges, goals and the like. I asked him what some of the salespeople's goals were and he said they each needed to bring in $50,000 a month. When I asked him how they are doing, he said some well, some not so well. What is the reason in your opinion, for the difference? He said some work harder then others. OK. How do you know? What tools do you have in place to measure whether they are working hard, not so hard, or just getting lucky?

He looked at me like I had three heads and said, I told you, they have to bring in $50,000 per month, that's how we measure. He seemed to be getting tired of my questions and so I decided to talk to him a little bit about goals.

First of all goals must be controllable. Controllable is something the salesperson can control. They cannot control who says yes but, they can control their activities. It is interesting to me how often a salesperson gets a great lead one month and much to their credit, blows out their quota with this one piece of business. They are a hero by all accounts. The golf course is where this salesperson is until practically month end. Another salesperson is hitting the streets and the telephone like nobodies business but, only a few granules of sales have come in. A slug they are considered because of this type of performance.

Is this all right? Some would say yes, it's all about the numbers. You are only as good as your last sale. Well that may be somewhat true but, is there no credence for the guy who is breaking his back to succeed? Should the guy who works on his handicap as opposed to his next month's numbers be hailed? No!

I want to tell you a story about Michelle. She is one of the best there is and yes I am lucky enough to have her on my team. I will never forget the day Michelle called me on the phone. It was about 4 years ago and she had been working with us about 2 months. She called me and said, Greta, I am very upset! (She certainly was emotional) We have a class coming up and I haven't sold anyone into it! I said, OK, why are you upset?

What do you mean? Michelle replied.

When I hired you did I tell you to go on 14 appointments a week?

Yes.

Are you doing that? I asked knowing the answer.

Since the first day I started.

Are you asking good questions to each person to find out their needs and set follow-up appointments when necessary?

Well, yes.

Then what's the problem? You are doing exactly what I told you to do and doing it very well. Remember, you control the appointments and what you say, the sales will take care of themselves.

OK. And happily she hung up. Wouldn't you know that two and a half weeks later she had six of her own clients that she sold into the class!

This is exactly why it is important to measure more then just the bottom line. Certainly at the beginning of a new position it is even more important. Activities are you measurement of commitment to the job, to success and to the willingness to do what it takes to get it done in the long run, with consistency and continual growth.

You can not control who buys but, you can control ho many people you get in front of, what questions you ask, and the like. To be able to track success is the ability to know where you went right and wrong. You will not have long-term growth without that. Set goals by the activity numbers, give them an opportunity to shine early on by hitting those numbers. It is an opportunity to tell them they are doing a great job and this is the best thing you can do. This, my friend, is process.

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