Interpersonal Business

Vol. XVI

Dear Manager,

As managers, we have all contemplated the amazing differences in the varied abilities of our sales staff. Be it the end of a week, month, or a given year, the variations in performance is nothing short of perplexing. The analysis can go on and on. We review the nature of each territory, the maturity of the salesperson and their account base. We struggle over the need for further training and /or support. How do we raise the level of the lesser achievers to the level of those associates who consistently carry the organization?

Twenty years ago, very early in my sales career, I learned an invaluable lesson about myself and my own ability to perform at a higher level than I had in the past. I have shared this experience with many an associate. How better to develop a thought process and share a concept than by telling a true story about oneself? Similar to sharing with my son the experience of my first kiss, how can anyone feel threatened?

At this early point in my sales career I had been servicing the states of Oregon and Idaho for two years. My industry was, by today’s standards, in its infancy. I had enjoyed a reasonable level of success, and felt I was coming into my own as a salesperson.

I had learned the thrill and exhilaration of a very successful week, and the disappointment when it was something less. I consciously developed a goal or standard for a weekly sales dollar volume I wished to achieve. While I knew my initial objective of $2500 a week in sales would be a challenge, I also knew how hard I was working. Certainly there were limits to what one person could accomplish!

I soon found myself reaching this goal on a fairly consistent basis. I also found myself becoming a bit complacent if the goal was in sight by mid-Thursday afternoon. Once again I would convince myself how hard I was working, and the obvious limitations of one individual’s ability to perform. I became satisfied with my achievements.

Then came a week when, for a number of reasons, I achieved sales in excess of $5000. In all honesty, I was startled! How was this possible? I realized how good it felt, but I can also remember feeling threatened by my previous set of standards and conclusions. Had my recent success been just a fluke? Was this new standard of performance indeed possible? I enjoyed a second and third week, each time reaching what had previously been an unattainable objective.

Not only had my sales increased dramatically, but I also realized that additional hours were not necessarily required to accomplish this new standard. Now that I knew and accepted its attainability, it was only a matter of developing the work habits to accomplish the task. When the weeks ahead produced similar success, I was fine until my first $10,000 week … I have since realized I was trapped in my own expectations.

WHAT IS THE BEST, AND HOW GOOD IS GOOD?

We have all seen a very similar scenario over and over in our management careers. How can I possibly convince someone there is more opportunity at hand if they are convinced that what they have accomplished is the best there can be?

We are all guilty of coming to conclusions in life. Our standards of what is the best are based on a current frame of reference and our own experience up until now. When one concludes their current standard for the best is in fact the best, they will never fully know what the best truly is. In essence, the best is always yet to be found. To clarify, the best can be found, yet we will never know for sure if we have experienced it.

This concept of “the best” can apply to all aspects of our life. It applies to wine, relationships, and song. It also applies to management, and the personal expectations of those associated with us. We search for it, we enjoy it, we aspire to it, we expect it and yes, at times, we even take it for granted. I have sometimes been persuaded to believe that my performance, or that of those around me, is the best that it can be. With time, it has been proven to me in every instance that this conclusion was premature.

Do not allow yourself to accept that a current situation cannot be improved upon should the need or opportunity arise. This does not mean that your current environment is not good, or that it shouldn’t be appreciated, protected, and held in very high regard. Is there always the opportunity for improvement? Absolutely!

A few years ago, I decided to create a new territory that had been, for various reasons, a neglected portion of an existing territory. Because of the geography of this region, and its limited population, it received very little attention. It had become a distraction for the current representative; it was logistically and financially outside the territory’s area of emphasis.

In the interviewing process, I approached the new territory very objectively, referring to it as a part time situation. I hired a new associate and was pleased with their initial progress. For a couple of reasons, personal in nature, two very capable representatives came and left their position in this region within the first year. I began to second-guess the territory’s dynamics and my initial decision, wondering how this region was going to support a capable sales associate.

Because of the transitions, the potential of the territory had been diminished further than when I had begun the process. I’m sure we have all been there. With some reluctance, I proceeded in hiring a third individual for this region. Once again I was pleased with the selection and, in fact, had followed a hunch and hired an individual without any previous sales experience.

BOOM! I struck gold. Their impact was immediate and nothing short of startling. Within thirty days their sales doubled my most realistic expectations. Within sixty days this associate contacted me suggesting this territory was more suited for two associates, and that she had an acquaintance with sales experience that wished to apply!

This is a recent and true story. Management often sees accomplishments in sales and performance that cannot be explained. At both ends of the scale it’s as if on occasion all of the standards that have been set no longer apply. These dynamics are very real. Learn from them, and maintain high standards for yourself and all those you are associated with.

Management relies on realistic and reasonable objectives. In this case I had allowed myself to lower mine. The “human element” is fundamental to defining all expectations. Unfortunately, this element is a process rather than a science. There are no sure things relating to human expectations, only experience and confidence that your judgment will bring you as close as possible to reality.

Share this, or a similar personal story, with your sales staff. If you have an individual who has reached a plateau, set up a specific challenge and incentive for a defined period of time. Share very specific circumstances and achievements in similar regions. Regardless of the conversation, this individual will first need to believe it can be accomplished. Once they have attained this new objective, only then will they fully develop expectations for themselves.

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

Dear Manager,

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.