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Casual Articles - The Power of the Contract in Performance Management
Size matters. Or, at least, that is what the big players like to think. Here in Ireland, we have been more aware than most that size is relative. More than most too, we have taken sides when the little streets have hurled themselves against the great. Unlike the Swiss, we don't do neutral terribly well. Almost always, our sympathies are with the small player, the one who is outweighed and outgunned, and we take more than a little pleasure at the prospect of seeing the lumbering giant brought to earth with a crash. But such an outcome is by no means inevitable. The playing field is littered with the bodies of the diminutive and the gallant and for every David
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get
It might sound quick and simple, to say how well your business does in satisfying it's customers. Hearing such as:-"We're increasing our turnover by 14% year to date""Our customer complaints are now less than 4% or our transactions"...might sound like music to your ears, but that's just the time you need to be very careful.A regular measurement of where you are as your organisation, not depending on some of the easy-to-fake figures, might just make the difference in how well you are doing now, and into the future.Try these quality statements and set up a me
So, how does contracting work?
Contracting should start right at the beginning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get
Want to get hired faster than up to 97% of other job seekers?Well, you can. By doing two simple things almost nobody else is doing:1) write down a job search goal and2) read it out loud 10 times a day.Do this and you'll find a job faster as a result. I promise.Here's how ...Depending on which self-help book you read or success guru you listen to, only about 3% to 10% of the population has written goals, with deadlines. To prove this, ask yourself -- do you have written goals? Probably not. Now go ask 10 friends. Only about one will answer yes, if they're honest.The point is this: only a tiny percentage of people
So, how does contracting work?
Contracting should start right at the beginning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get
A student loan helps you get through college. Then you come out into a high-paying career. It's a great investment in your (or your sons/daughters) future.Student loans generally give you a good deal. You get below-market interest rates, and you get a $2500 federal tax credit on interest paid over any period of time (previously first 60 months only)It doesn't matter if the student, or parent takes out the loan; tax deduction remains the same.* Did you know the federal government has a $50 billion student loan program ?Not surprisingly, the federal government provides the largest percentage of student loans. Other student
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get
The successful modern recruiter must now eschew resumes for a vast web of relationships. A successful recruiter must develop an active and dynamic circle of talented people who have skills and abilities that can be matched to the ever-changing needs of hiring managers.The recruiter will stay connected to her talent circle through email, e-letters, the telephone and even face-to-face contact. The circle will constantly change as new referrals are made by current members. But no one in the network will consider themselves members, rather participants within a group that benefits everyone. The benefits include sharing of ideas, the ability to help each oth
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get
The days are long gone when managers felt free to sit on the phone for half an hour, providing an in-depth job reference for a former colleague or subordinate. These days, HR departments are cracking down on renegade reference-givers, restricting references to the basic facts of job title, start date and ending date.The good news is that managers are off the hook when it comes to providing job references for former subordinates or co-workers IF they (the managers) still work for the employer. But when a former workmate asks you to give a reference, and you don't feel all that comfortable, and you don't have the excuse "HR won't let me" because you no lo
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by employing questioning and listening techniques the manager can establish quick rapport and also start to understand exactly what makes the salesperson “tick”. In other words, they will learn what “buttons to press” in order to ensure constant motivation in their salespeople. Too many managers still do not know, even after working with some of their salespeople for some time, specifically what motivates and de-motivates each individual. Many managers will claim they know, but when you ask them to outline what each of their salespersons’ primary intangible needs are, you almost inevitably get the “silent stare”!
Contracting is a vital skill and one which needs to be “two way” ensuring that both manager and salesperson get the opportunity to talk and to understand each other. It is not just about outlining roles, responsibilities, rules, objectives and measures; it is about listening, understanding, and building rapport, trust and respect. The meeting needs time and depth. A quick telephone call is totally inadequate – it must be face to face.
Too many managers do not spend enough time with their salespeople in the initial stages of the relationship and even when they do spend time it can tend to be very much “one way”. The manager then runs the risk of not ensuring understanding, stifling opinion, creativity and innovation together with potentially causing frustration and subsequent de-motivation.
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