Managing sales performance is arguably the most important skill for sales managers and consists of the following four steps:
- communicate expectations
- monitor and manage specific behaviors
- monitor results
- provide regular feedback.
Unfortunately, managers tend to hyper-focus on the third area, “monitor results,” without realizing that results are backward looking (lagging performance indicator) and are really contingent on the other steps.
Perhaps the most overlooked step is to communicate expectations clearly. In other words, does your sales team really understand what you want them to do (behaviors) and what you want them to achieve (results)?
Holding Sales Reps Accountable Starts With Clear Expectations
Sales managers often confuse what they think communicated clearly with what sales reps have actually taken away from the discussion. This is because managers often use vague language or poorly drafted emails that are not specific enough to be understood and internalized by the recipient.
For example, a manager may send out an email saying: "We are tracking behind this quarter and need to take our game to the next level.” However, this statement is pretty close to meaningless. At best, a sales rep will understand that results are not as good as they need to be—and that they need to work harder. While this may be true, it lacks clarity and purpose. Additionally, it doesn’t address what specific behaviors are expected from each individual sales rep.
Communication Guidelines for Setting Clear Expectations
To avoid confusion, managers should make sure that they clearly set expectations by adhering to several communication guidelines, including:
- Personalize the communication and make sure it is realistic. The communication should be specific to the sales rep you are speaking with, not a general message that could be interpreted as not applying to them.
- State the desired result(s). Make sure your communication includes what you want them to achieve.
- Include the behaviors required to produce these results. These are the specific actions that, if performed well, should lead to the desired result.
- Define metrics for assessment including the time frame. It should be clear how you will measure performance and over what period of time.
- Check for understanding. Have the sales rep recap their understanding of your expectations.
- Follow up in writing. Send an email recapping your communication, making sure it adheres to the guidelines listed above.
It’s also important to remember that the mutual goal is to achieve results, as well as keep the message upbeat and encouraging. Consider again the previous example, a sales manager would have a much better chance at helping reps achieve quota if they used the following type of personalized communication:
“To achieve your quarterly sales goal of $500,000 this quarter, you will need to close an additional $267,000 by the end of the quarter (December 31). In order to accomplish this goal, I would like you to conduct in-person meetings with at least five of the seven customers that are in the “agreement” stage of your sales pipeline by next Friday (December 12). Given your history of success with customers (70 percent close rate of opportunities in agreement stage), this should allow you to exceed your goal if you can get these meetings set quickly. Please let me know if this makes sense to you and what steps you will take following this discussion.”
Then be sure to pause, listen to the response, and check for understanding. Next, you can respond with:
“Great. Let’s plan on reconnecting next Monday (December 8) to review where you stand on appointments, discuss the specific goals for each meeting, and how I can help.”
In a sales world hyper-focused on results, it is easy to lose sight of the importance of clear communication to set expectations. However, only by setting clear expectations can we hold our sales reps accountable and proactively help them succeed.
If you would like more insights on how to improve sales management skills, I encourage you to get a free copy of this whitepaper on Developing Great Frontline Sales Managers.
