Archive for the 'Management Rewards' Category

May 01

“A SOLID DOSE OF REALITY,” VOLUME XV

Management Rewards, Marketing Glitz No Comments »

Vol. XV

Dear Manager,

All sales driven organizations thrive with the anticipation of continued growth and the rewards that follow. It is the single driving force of all managers and entrepreneurs. When things are going well it is easy to assume that current levels of success and good fortune will sustain themselves, and will increase at a similar or greater rate in the future. We are on a roll in the marketplace. Each decision that is made only seems to enhance our position. In the good times, marketing departments often take more than their share of the credit for the developmental aspect of their presentation. In essence, anyone could sell this line.

In more challenging times, very little is taken for granted. All expenditures are reviewed and must be justified. Each marketing decision is fully analyzed to determine its current value. Management becomes more conservative in their decision making process. The pressures of cost controls become a part of their daily lives. In these instances, it is common for the sales force to be given more than their share of the responsibility. In effect, is anyone working out there?

IMPLICATIONS FOR MANUFACTURERS

For all manufacturers to survive in the market place they must develop a product or concept that creates need or value to the consumer. This initial focus and success is generally what establishes most entrepreneurs, for without it they will not survive. It is very easy for a newly successful manufacturer to not fully understand and appreciate what got them there. A false sense of confidence from one product can lead to a perception of automatic future success. As we are all aware, this is rarely true.

A number of years ago I was working with a manufacturer whose central product was one of the most innovative I had worked with. This company was very creative, and was in on the ground floor of the product’s life cycle. With their early success came complacency, and an expansion into categories that had little or no relationship to their initial success.

Not only had they taken their eye off their initial success, leaving it vulnerable, but they had also devoted critical resources to a series of unproved product categories. New product introductions require substantial attention to detail, while providing very limited initial reward. Within a short period of time they were very nearly out of business.

Management realized the dilemma, and re-focused all their efforts on what had brought them their initial success. They committed to being the very best and most aggressive producer in their category. The organization once again took an innovative and creative posture, bringing genuine excitement to the market place. Do not lose touch with your position of strength in the marketplace.

With this re-focus, the company became not only the leader, but also a formidable opponent in their product area. Due to their creativity, the competition was consistently in a “catch up” position. With time, and as resources and staffing became available, they were able to expand into obvious second-generation product categories. Today, they continue to be a leader in their field.

Manufacturers can ill afford to loose the creative edge that established them in their market. Once your product is established, always consider your options for second-generation development. This can often be done in the process of your first generation planning. Second generation implies its obvious ties or relationship to the original product or service. The risks are substantially reduced in this type of expansion, as it is built upon your currently developed position of strength. Hanging on too long to an established product will only bring disappointment … Dinosaurs are born every day!

There are just as many companies that become stale and fail for lack of creativity, as there are companies that fail for over extending resources and by taking their eyes off the cash cow! Those who seem to succeed have a strong sense of awareness of their current position in the marketplace. They are creative and able to invest in obvious second-generation products that bring an ongoing freshness and vitality to their first generation presentation. Timing and resources are the two key elements to any expansion.

Rarely are marketing departments or sales forces solely responsible for the good times, or the not-so-good times. This relationship is like a marriage; fingers can be pointed, but success is only achieved through harmony.

IMPLICATIONS FOR SALES AGENCIES

The number of manufacturers that many sales agencies ask their sales associates to represent amazes me. In earlier times, it was very common for a sales associate to represent thirty or more manufacturers in a sales region. In all honesty, they may have needed this number in order to survive. Today it’s a very different marketplace, yet I still see this approach to sales. I always ask myself how any single individual can effectively service the needs of this many “masters.” In analyzing this situation, many of these agencies would determine that in excess of 80% of their sales were generated by less than 50% of their manufacturers. In earlier times there was a sense of security in spreading one’s exposure by representing more manufacturers than could possibly be handled. For the professional sales agency, these times no longer exist.

A sales agency can create security through their own value to their manufacturers. Always become more than a sales vehicle to those you represent. Provide them with timely and candid field level information. Make it painful for them to consider a change in representation, in the good times or the more difficult. By providing increased exposure and becoming one of their most successful agencies, your security is assured. Certainly there are rare instances of loosing a manufacturer regardless of one’s success, but there are many more instances of a missed opportunity for lack of available focus, exposure and resources.

Sales associates have limited time and capacity to fulfill their obligations. How many have walked out of a sales call after a very successful appointment only to feel the frustration of having sold only five of their twenty-five manufacturers? How much of their sales time and ability to bring a focus has been spent on line organization, updating, and difficult conversations with a manufacturer over poor sales, and feeling the guilt of only performing for a few? All of this energy has been expended for a group of manufacturers that may represent less than 20% of their sales! Consider the value of these efforts had they been directed toward the associate’s most valuable manufacturers. We only have a limited amount of mind space; it cannot be wasted.

Today’s market conditions require a very realistic approach to one’s capacity. Sales agencies cannot lose sight of their priority manufacturers. They deserve our devoted and uncluttered attention. None of us has the time to waste in needless conversation with manufacturers who provide limited opportunity or future growth potential for our organizations. In addition, we are doing a disservice to these manufacturers due to our inability to bring a reasonable focus to their presentation. If you cannot realistically support them, encourage them to find someone who can.

As manufacturers or sales agencies, we must keep our eye on the ball. Similar to the fish in the sea, some priorities are whales and some are minnows. Remember, every allocation of time is at the expense of time that could be devoted to a higher priority.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Apr 15

“WHAT IT TAKES TO HIRE THE BEST,” VOLUME XIV

Management Rewards, Sales Management Abundancy 1 Comment »

Dear Manager,

You have all been in the situation (perhaps for the first time) of needing to hire someone. The hiring process challenges the emotions; the anxious moments of preparation, the elation of filling the position and, at times, the disappointment when it doesn’t work out.

One of my very first hires was for a sales associate position in Seattle, Washington. Jerry was an extremely nice man with recent sales experience, but most of his working years had been spent driving for United Parcel Service. After two weeks in the field, he came to me and said he’d seen all of his accounts, but was discouraged with their limited response. The position, he explained, was not right for him.

In two weeks, Jerry suggested he had visited in excess of two hundred accounts, and had come to his conclusion. I have often wondered if he double parked and left the engine running when he “called on” each store! While it was easy to be disappointed and critical of Jerry’s performance, it was not so much his fault for having failed as it was my fault for hiring the wrong person.

All individuals have a desire to succeed! No one intentionally fails, so it is your responsibility to hire the person with the capability to reach the success envisioned for them. There are any number of highly qualified individuals. You just have to believe that the right person will make him or herself known to you!

Patience is, perhaps, the most critical factor in a successful outcome. Realistically, you cannot plan to hire someone by the end of the week. In setting a hiring time table, you risk making your selection from what was the best of an allotted number of interviews, not from the best and most qualified candidates.

Be willing, and prepared, to resist the natural tendency to hire someone as quickly as possible. Be steadfast in your confidence that with time, patience, and a consistent effort, the “wonderful” candidate will become available. A vacant position, while difficult, is not nearly as painful as having hired the wrong person for the job.

WHEN IT’S RIGHT, YOU WILL KNOW

Anyone can hire the proverbial warm body. There are, however, a few key principles that can enhance your chances of success in finding the most rewarding candidate.

Use your mind’s eye to imagine the type of person and qualities you are looking for. These may be qualities seen in other outstanding performers, or simply qualities you admire. This person does exist. Do not compromise these standards, whether it takes three interviews or thirty!

Begin each interview with a brief background and history of your company. Explain what you feel has contributed to your prior accomplishments, and the qualities you are looking for in a successful candidate. Be willing to share that your highest priority is to attain a superior candidate for this position. This approach does many things. It provides the interview with solid direction, lets the applicant know where your priorities are and allows the candidate to reflect on their own abilities to fulfill your requirements. They will then either rise to the occasion,or take themselves out.

Be patient as the applicant responds to you. Does this person seem to fully understand what you’ve said, or do their responses indicate they are either unaware or unable to expand upon your thoughts? Are the same things important to both of you? If you’re unsure, review your topics again to determine if the applicant maintains a thought process consistent with your objectives. If not, it’s time to look further.

More often than not, many qualified candidates can make a good first impression in an interview situations. It is human nature for an applicant to respond in a manner consistent with the needs of the employer. It can become a dance. How do you get beyond the surface to determine the true qualities of the individual?

Their body language told you they were somewhat uncomfortable at times. What made them nervous? The applicant often jumped into conversation before you were finished speaking. Was it out of enthusiasm, or a lack of self awareness? While seemingly minor, these issues could be an early indication of future concerns and problems. A second interview is an excellent opportunity to resolve any lingering doubts.

Use the second interview to put the applicant at ease. Take time to speak with them rather than at them. Let them know you are genuinely interested in getting to know them, as this is in both of your best interests. Focus your thoughts and questions on those areas of their personality that may concern you. This doesn’t have to be as painful as it sounds!

Remember the applicant who cut your sentences short? Discussing their /em>enthusiasm as a strength of an outgoing personality allows you to approach your concern in a positive way. Explain that you’ve sometimes found a person’s greatest strength can, in excess, also become their greatest weakness. Ask if their enthusiasm has ever been perceived as not listening, or being too talkative. Ask how they were able to adjust to the needs of the situation.

As the conversation develops, if they seem unaware, guarded or overly-sensitive, this is probably not the individual for you. If they seem receptive to this type of discussion, there is now every indication to proceed. In either case, you have the right to resolve your concerns, just as the applicant deserves the right to respond to them.

As you finalize your search, envision the applicant in a group of his or her peers, such as a sales meeting or trade show. Listen to your gut. A successful interview will give you a sensation of confidence in the individual. You feel that you know this person; you’re on a similar wave length. This clear, positive feeling seldom proves itself wrong, and can make your hiring decision obvious. Accept the fact that not all individuals are suited to fulfill each others needs.

Prior to offering a position to the individual I have chosen, I will often encourage the candidate to contact, as a reference, some of our other associates. This allows the candidate to learn more about our organization in a neutral setting. This process is a genuine confidence builder for anyone accepting a new position. You will also find that it allows both of you to begin a new relationship at “face value,” having been able to substantiate your previous conversations.

Patience in the hiring process is the key to a successful outcome. Learn to have confidence in your instincts. Dedicate yourself to finding those individuals who are best able to take advantage of the opportunity at hand. Never settle for second best!

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Apr 01

“THE PURSUIT OF QUALIFIED CANDIDATES,” VOLUME XIII

Management Rewards, Sales Management Abundancy No Comments »

Dear Manager

Truly, the backbone of any organization, and the key element of its ongoing success, is the ability of management to surround itself with outstanding field sales personnel. While this may sound obvious, it is only the sales force who can affect and respond to the day-to-day needs of an organization. As a manager, you can encourage, motivate and make an effort to stimulate sales. It is only the efforts of a very capable sales force that can affect change today.

As your organizations grow, the demands on your time require that you pursue only the most qualified candidates. The time previously devoted to developing and nurturing an individual may now be a luxury that is, realistically, no longer available to you. You must now rely more on a candidate’s given talents and previous training.

There are many ways to find those individuals who can bring success to your organization and make management more fulfilling. Word of mouth and referrals are approaches worth pursuing. There are qualified individuals, both within your industry and other industries, who can excel in the opportunity you are offering. Share with others whom you respect the qualifications you have established and the type of person who would interest you.

From personal experience, I would also offer a word of caution on this approach. I have, at times, been successful in hiring from within my own industry. I have also met applicants with poor training, their own sense of reality, and a resistance to being trained in a new arena. In other words, they may be carrying old baggage that you may not be able to overcome or wish to deal with.

Be objective when giving consideration to hiring a friend. If given the opportunity, could they realistically compete head to head with one of your most successful associates? If not, your decision is obvious. You have a responsibility to hire only the best. This is not only in your best interest, but that of the applicant and the future of your organization.

This approach also lends itself to hiring from a single applicant rather than from a group of applicants. Avoid the trap of a quick decision purely out of convenience. I have often found it more successful to evaluate “referred” individuals along with the applicants found through the advertising process.

WRITING AN ADD
HOW TO FIND WHAT YOU ARE LOOKING FOR

In developing your ad, use adjectives that in a personal way reflect the qualities you are looking for. Consider using words such as outgoing, polished and wonderful. Your ad will stand out among the masses and be very appealing to those candidates who can fully understand these qualities. This type of ad reflects on you as an employer, showing your awareness and the value of these qualities. Also include a brief description of your industry, the position, and a list of skills or qualifications needed by the successful candidate.

When advertising for a commissioned sales position in a smaller region, consider referencing the position as Part/Full Time. This allows the applicant to understand the compensation may be less than that of a fully developed territory. This should eliminate applicants with very high expectations and encourage applicants with other forms of sustaining income.

Place your ad in key editions of the newspaper. Do not become discouraged if a portion of the resumes you receive are poorly written, the applicants unqualified, or they simply haven’t a clue how to get your attention. Focus on applicants who have included a personal letter and have shown an ability to reflect and expand upon the information in your ad. These are the individuals who have actually read your ad and feel confident expressing themselves. Those perceptive enough to draw on one of your key elements, such as wonderful individual, and can reflect on this in relationship to themselves should, in all cases, be considered further.

The single greatest asset an applicant can bring to your organization is a personal interest in your industry and the products you promote. These individuals often become almost animated in discussions of your products. Enthusiasm is always sincere and is infectious at all levels of a sales presentation.

You may wish to screen your applicants further before beginning the interview process. I send out a brief questionnaire for initial applicants that has proven valuable in revealing more about these candidates. The questions include:

1. What are your strongest skills?
2. What interests you about our industry and the service we provide?
3. Do you handle responsibility well; can you take the initiative?
4. How do you handle problems?
5. Can you have fun with your work?

These fairly broad topics are provided on a single sheet, with only limited space for response. In a letter sent with the questionnaire, state your initial interest in their resume, and your desire to gain additional information. Encourage their response, letting them know that this is not a test. There are no right or wrong answers.

This process allows you to go beyond the resume and begins to provide applicants with an awareness of your company and its priorities. While the answers to these questions may seem obvious, I have gained valuable insight, and have often received favorable comments from the applicants for the professional nature of this effort.

Preliminary phone interviews are another valuable tool in further defining the qualities of your potential candidates. Phone voice, enthusiasm, and even attitude, can often be determined with a few minutes on the phone. My assistant often makes these calls, providing the listener with a more casual approach than a formal interview. Use this opportunity to put the candidate at ease, perhaps discussing a few of their personal interests and hobbies. Explain more about the position, its requirements, and its form of compensation. Try to gain a further understanding about them and a sense of their current priorities and direction. Schedule interviews with those who pique your interest and show a knowledgeable, enthusiastic response to your conversation.

A personal interest in your industry, strong awareness and genuine enthusiasm for your product are essential to a sales associate’s success. This, along with a quiet confidence, will sustain them through the difficult early weeks of a new position.

As you begin your interviews remember, as a manager, the success of your associates or employees must come first. You cannot succeed until they have succeeded. The investment of time and preparation in selecting prospective associates or employees is small compared to the years of potential success the right individual will bring to your organization.

Editors note: I will continue with this topic in the next issue with a review of “ WHAT IT TAKES TO HIRE THE BEST “

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Mar 01

Management, What We Can Expect, Volume XI

Management Rewards, Sales Management Abundancy No Comments »

Dear Manager,
In the hiring process, we all hope to come up with that very special find: an individual who exceeds our expectations and achieves greater success than their peers. These types of relationships are rewarding at so many levels they can seem almost magic.

Early in my agency’s growth, I was very fortunate to have one of these individuals join me in Portland to assume sales representative duties for a number of accounts. This was an individual who challenged and rewarded our organization, enjoying success far beyond that of the previous representative. That previous representative was me.

Until that time, most of my company’s rewards had come from personal efforts. This individual’s performance taught me the pride and fulfillment we receive in another’s success. I often think of this relationship with gratitude, and used it as a model for my company. I could never have fully appreciated these achievements without having personally serviced the territory. It was a great lesson.

It seems common for management of both leading manufacturers and sales agencies to minimize the need for their own field-level sales experience. This background is essential to get into the heads of their sales people. Without it, managers may lack the perspective to understand the day-to-day realities of sales associates. These are often the same managers who will speak of a commissioned sales associate in terms of a sub rep. Sub implies they consider their associates something less than a full representative. Why would a manager want to give this impression?

Showing respect and maintaining accountability are two very key elements in any management/sales relationship. Often, management does not fully realize and accept that these qualities have to be established first in their own offices. How can a manager hold others accountable if they have not held themselves accountable for training, proper follow through and timely compensation of their associates? Strong management is consistent.

There is a single standard for both management and associates. It is a high standard of integrity and performance for all involved. Only then can we attract and maintain long term relationships with the very best, at all levels and in all positions, in our offices and in the field.

While working with a regional sales manager who was “at odds” with some of my associates, I developed a list of what I felt were reasonable expectations when working with my organization.

FUNDAMENTALS OF STRONG MANAGEMENT

  • The most productive manager is one who can enhance and develop the best qualities in the associates.
  • All sales associates have established their own style. It is our responsibility to enhance and develop their style rather than expect them to mirror our own.
  • Mutual respect is the basic foundation of a successful working relationship. Confidence must be earned through follow up, empathy, encouragement and ongoing support.
  • Assume a supportive secondary role when working with associates. Never compromise the relationship between customers and associates.
  • Manage and motivate with knowledge, sensitivity and understanding of the associate. Align support through asking questions and a positive review of opportunities and concerns. Ask for their support in fulfilling your needs.
  • Demonstrate an awareness of their reality. Encourage an independent ability to achieve your mutual goals. Show an understanding of, andsupport for, their other responsibilities.
  • Challenge their own expectations while bringing out their best. At all costs, protect human dignity.
  • Develop a work with rather than work for attitude. Never manage through intimidation or false power. An independent sales associate’s ultimate responsibility is not only to you.
  • Approach concerns objectively. There is always more to the story. The wrong approach will diffuse your opportunity to resolve the initial concern.
  • A candid and productive relationship is always based on trust. <strong>Never compromise that trust.
  • Ask rather than demand, and anything can be accomplished.

These fundamentals are very basic, and can be understood by all. When applied at all levels of an organization, all individuals derive a greater sense of confidence in their ability to fulfill both personal and organizational expectations.

Only in the success of those around you can you be considered a success. In essence, their success must come first. There needs to be a single priority for all sales-driven companies: creating an environment for accomplishment. This single priority allows associates to maintain full control of their own ability to succeed. This empowerment also gives the associate ultimate responsibility.

When I give a task to an individual, I need the confidence that it will be accomplished. No one has time to baby sit, play games or deal with false egos. This wastes time in areas of no benefit to the organization’s overall objectives. It must be assumed that tasks for both management and its sales staff will be completed in a timely fashion.

When assigning a project to a member of my staff, I look for their input with regards to their ability to accomplish the goal. This effort avoids future misunderstanding concerning my expectations. If a staff member is unable to reach the objective, it is understood that they will be able to come to me with a revised completion date. Never lose touch with the human element in meeting assigned objectives. Expected and unexpected events impact each of our “well organized days.” Should delays occur, a simple discussion or phone call shows commitment and sensitivity to the needs and expectations of both parties.

Early in a working relationship I will often follow up an assignment to insure its completion. This develops an awareness of my expectations and a stronger sense of responsibility to meet our mutual goals. No one likes the unexpected. Simple and reasonable courtesies can, in most cases, avert frustration. When the need for future discussion occurs, focus only on your objective and its positive conclusion. Failing to address these concerns will only show acceptance, and reinforce unacceptable performance.

With these high standards, those around you will flourish or they will not survive. In many instances, those around you will rise to the occasion and, in fact, meet the standards that have been set. When problems arise, discuss them directly with the individual involved in a timely and open manner. Delays only lead to misunderstanding.

Over the years, I have seen manufacturers implement national standards as a reaction to policy abuse by some of their sales agencies. Rather than establishing national policies to address specific problems, manufacturers need to work directly with those agencies who concern them. All agencies should not be held accountable for the poor management of a few. Watch for this pitfall in the management of your own organization.

Always maintain a high level of respect for those you work with. Let them know your expectations. Give them the tools and authority to succeed in their arena. When I work in the field with an associate, I explain I am there to literally and figuratively carry their bags. In respect to their territory, my purpose is to do whatever I can to assist in their current needs and objectives.

Managers should assist, guide and support. They should not feel responsible for solving all their associates’ problems. Associates have ultimate responsibility for their own success. Thinking on their feet, problem solving and overall territory management should fall squarely on their shoulders. This is exactly what the very best associates want.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL and/or INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

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