Hamish Knox

Traditionally performance evaluations (or reviews) are a “check the box” exercise designed to appease HR. These evaluations typically come down to a “good kid” (you made your number / performed to expectations) or “bad kid” (you didn’t make your number) comment from a manager. 

Holding your people accountable is simple. In working with sales leaders around the world, accountability isn’t easy because those leaders possess one of three self-limiting beliefs that cripple their accountability program.

Role play is one of the best methods for developing your people, but salespeople loath role play and managers shy away from it, because it often becomes an exercise that leaves participants frustrated. Putting role play through the lens of David Sandler’s Success Triangle – attitude, behavior, and technique – both managers and salespeople could role play more effectively and increase both their role performance, outlook, and technique.

Stop wasting your time and information and close more sales

The real purpose of every interaction with a prospect is to get to the truth

When the calendar turns to July and August, most people struggle to prospect because they believe that all of their prospects are on vacation.

A leader's only valuable is their time, which is too often wasted on activities that don't generate a good return. A leader's number one asset is their people, which are too often left to waste with no clarity around expected behavior or a path to advancement in their organization. To make the best use of their only valuable and achieve the greatest return on their number one asset, Sandler recommends a leader invest at least 50% of their time each week with their direct reports, splitting their time amongst the following four activities.

All salespeople with a small amount of experience have a 30-second commercial (a.k.a elevator pitch, popcorn introduction, etc.) down pat. And that's the problem.

Many leaders, especially if they were promoted from within, struggle with performance management. Not because they are bad leaders, but because they easily slide back into "doing" instead of "leading".

David Sandler said, "If you live a straight life in an unstraight world you're going to get killed." Yet salespeople get (metaphorically) killed daily by selling in a straight line. Salespeople sell in a straight line when they are attached to the outcome of their interaction with their prospect, typically closing a sale, instead of being attached to the process of (dis)qualifying