How to get more in 2009
Setting goals in the right areas is the key

So it's December and the year is almost over. The manager and top brass are talking about 2009 and the numbers that have to be met. Add to that the economic issues and the challenges that come with them.

Yep, they want even more from you than last year and you set records!

How are you going to continue exceeding your last year's performance with all the challenges?

Perhaps the answer can be found with coaching advice for managers and leaders!  What tools and focus can they be applying to help the sales force exceed their current levels. ….

So what is different about the standard goal setting and what this article is about?

Having lunch with a new sales manger we discussed how to get his sales team to the next level. Yes they had been setting sales goals and discussed them on a regular basis. But the results were pretty much the same as last year.

Then I asked Shawn what he would like to see, if he could, from each individual salesperson that could change their performance.

The first had a challenge in generating new business. He tended to work with existing clients well, but just never brought in brand new business he had dug up himself.  "If he could bring in 5 new potential projects each week his sales would double, maybe even triple. But it's an exception if he has 2 in any given week. " stated Shawn.

The next salesperson was great with people and had lots of connections. He generally had the most new projects, sometimes more than the rest of the entire group.  Shawn continued, "The challenge is he seems to have a challenge getting them closed in a timely manner."

We continued to go through each salesperson on the team and isolate the one area that would help them exceed their past performance.  Now the issue is not to fix all their faults, rather to have goals that maximize their strengths. Yet there is usually one area that can be critical to the salesperson's success that is going to take some effort to address.

If you have identified such an area that could be very critical to your success, what is your plan to address it?

This is the same question I ask Shawn. His response was, "Please tell me how!"

"The first thing is not to set the same goals for everyone or focus on the same thing, such as sales volume. Rather what is it that could develop another area of ability for them?  Too many times managers tend to focus on the volume and profit areas only and end up the similar results the next year." Was my response.

"Let's take our first salesman that is challenged in bringing in new accounts. What if you had a good heart to heart with him about that issue?  Find out what causes him to avoid that area and get specific. Then, together create a plan to bring in 3 a week and build it up to 5 a week by midyear. " I suggested.

"So what might be the action plan for him?" asked Shawn.

"What if he agreed to make one new or cold call each day? No expectations other than the action of making the call each day. Each week you review the calls with him and discuss the success and challenges. If he does this, what might happen the first quarter?" I asked.

With an attitude of new awareness, Shawn answered, "His confidence would grow and he would have to find some new business out of all the calls. It would cause him to either get out of sales or grow stronger in his ability. Just exactly what I want!"

For you reading this, can you relate and what results would such a goal and approach do for you?

"As to the second salesperson, I see him as a High I on the DISC. One challenge for this profile is also their strength. The relationship is the most important issue for them. They value the relationship so much they may avoid "closing" or collecting because they fear the loss or damaging the relationship. It's more important than their check!"

"I would suggest a good discussion about what makes strong relationships and that "conflict" makes them stronger. Then set a goal for them to always push themselves past the comfort zone with each sales call. Not a big push, but enough to challenge them and discover it adds to the relationship." I suggested.

Reader, if this applies to you or others in your sales team, what might result if you made this your goal?

Shawn was jotting down notes and nodding with approval. "This is what I needed. The owner says get more sales, gives me the numbers but it is up to me to make it happen though my team. This is focusing on what causes the sales, not the sales themselves. This is different than what others have told me."

"That's right; we are focusing on the actions and behaviors that create the sales, not just the numbers. Now you're building your people one at a time and being a leader. What would happen if your salespeople started setting these types of goals themselves?" I asked.

"My job would be a lot easier with the team being far more productive!" exclaimed Shawn.

Now for the readers, why wait for your manager to bring this up? What if you examined your performance and determined one area that is challenging yet could make a significant difference in your results? What if you set up an action plan and goal to address it in 2009 and then got your manager to help you?

Food for thought? It really is up to you to determine your success level. Others can help, support, advise and direct, but most importantly help hold you accountable!

To make 2009 the most effective and productive year for you, be honest with yourself and tackle one of your personal barriers this year!

Till next week!
Be all you can be!

Harlan Goerger

© Harlan Goerger 12/2008
Permission to reprint in entirety