Sales Performance and Sales Results Matter! Making sure that the key metrics are on point all through the month is key, plus having the skills and insights to reverse any decline and accelerate any upward trends is vital.
But, before that you’ll need to learn how to be a Sales Detective, embrace the fact that your favourite question will now be ‘WHY?’
That’s the BIG WHY…
Sales results aren’t as they should be…
Consistent performance is so elusive because sales performance and sales results are is over the place…
Why profit is a fluctuating feast or famine.
In a nut shell…we need you to discover the answer to the question every sales leader asks himself on a very regular basis
Why Am I Getting this Level of Sales Performance and Sales Results?
It’s not what you think…the answer, that is. It never is because there’s always more. So much more!
So here’s your 3 step guide to uncovering they you’re getting the sales performance and sales results you are
The 5 Whys
Write your sales performance and sales results problem down and then ask why.
To that response ask another ‘why’
To that response ask ‘why’ a third time
And so on, until there are no more different responses
The truth is, you’ll get two dozen reasons…some of those reasons will be big, some small. Some of those reasons will be part of one bigger reason, some will be stand alone reasons, some reasons will already be known to you and others will be new.
The skill here is just to keep asking ‘why’ until you get to the fundamental and most basic of answers.
For example – why are the sales guys diaries empty?
Your first response could be – lazy sales team
Why? We recruited badly, cheap people, poor commission structure
Why? We’re not making any money, couldn’t afford better people
Why? Competitors are killing us
Why? We’re too expensive
Why? Competing with China
Why? We’ve always done it this way
Why? It’s all that we know
So you see, the empty sales guy’s diaries is only a manifestation of a problem, therefore getting to the root cause is what makes the solution much easier
Cause and Effect
Get a large blank piece of paper. At the centre of the page write the problem…empty sales guy’s diaries.
Down the middle left hand side write all the possible causes of that.
Down the far left hand side write all the causes of the first line of causes.
And so on and so on…
Down the middle right hand side list all the implications, or consequences of that.
Down the far and side list all the further implications and consequences
What you’ll start to see down the left hand side is some of the common elements that cause the empty sales diaries
What you’ll see down the right hand side is an order of the impact…so you can see if this is a problem that is worth applying your time and intellect to.
For example, if the implications are few, it may be a problem you have to deal with, but perhaps there are bigger problems with more far reaching consequences.
You might come to the conclusion that actually the empty sales diary is the result of poor territory management, data selection and prospect clarity…rather than just blaming it on the reward and bonus structure.
Sales Performance and Sales Results – Best Practice Gap Analysis
Look at the whole sales process – you should have this mapped out, it should be universal and it should be standard practice across the business. If you want to know why you should have a well documented sales process – check this out – Companies with a Formal Sales Process Generate More Revenue
Look at which of the sales guys perform best in each section of the sales process.
Now look at which of the sales guys perform worst in each section of the sales process.
Now you’ve identified another set of causes or you’ve confirmed the causes you’ve identified above.
Pitfalls of Being a Sales Detective
In your role as Sales Detective, you’ll have to fight the continual urge to solve the problem immediately.
That’s not your primary concern…if you do that, you’ll simply be falling into the same trap that many sales leader do.
The skill is in being able to STOP trying to find the solution long enough to allow you to discover what the REAL problem is.
Once you’ve discovered the REAL problem then you’ll most likely be able to solve the sales problems in a heart beat.
So, you have now identified all the key causes and problems that manifest themselves in poor sales performance and sales results.
Now you’ve identified some of the causes, then you’re able to evaluate a plethora of suitable solutions, because there is just one simple fix.
For further insights into improving sales performance and sales results, because every day lost really does cost you, then download Only Dead Fish Go with the Flow – a report on how to create value in your business
Plus – here’s a blog case study showing how to increase sales conversions and profits – Here’s the link
Your can also download some of our most recent sales improvement reports right here:
Sales Performance: The Best Sales and Business Development System
Sales and Business Development Functions are worthless if there is no sales and business development system in place which is used throughout the business.
With regard to maximising sales performance, what’s the best sales and business development support system look like?
First of all, let’s think about what your Sales and Business Development System should deliver for you and your business.
We could make this a really complex list and you’d probably go no further than a very complex list, so I’m deliberately going to make my list very simple for you.
Your sales and business development system should deliver:
Quality opportunities that convert to profitable sales
A predictable supply of the above
An opportunity to continuously improve conversions at all stages in the sales process
Just three things. That’s all.
Those three things will deliver you the following:
A regular, predictable and controllable supply of profitable business
An opportunity to accelerate sales growth in a sustainable manner at a controllable rate that is appropriate for your business
What more do you want?
I thought not.
What Should Your Sales and Business Development System Look Like?
Again – it should be really simple.
So simple it’s child’s play.
I’ve seen sales processes that stretch around the block and back again…trust me when I tell you, the more complex your sale process, the more things will go wrong AND, even worse, you’ll rarely be able to find the root cause quickly…that means the sales fix is a million miles away.
Keep it Simple.
Qualified Leads In
But, in reality, those are the key 5 sections that will affect your profit and your sales throughput.
Sure – there are mini sections inside these 5 sections but the reality is – if you manage these 5 sections and the 4 gates in between them, then you’ll be doing what 90% of the sales teams working today ARE’NT doing.
How good would you feel then?
You see, these four gates (shown in red) – from Leads > Meetings > Quotes > Converted Customers > Retained Customers, will show you exactly what part of your sales process is letting you down.
Once you know that, it’s a very simple deep dive to improve that section.
If you want some guidance on what you can do to improve each of the 5 sections – take a look here.
How to Set Up Your Sales and Business Development System?
3 key rules:
Keep it simple
Don’t make it complicated
Remember rule 1 and rule 2
Seriously, I can’t stress it enough…complicated and complex will kill any ambition you have of accelerated sales growth.
You can wave goodbye to highly predictable sales growth and it will cost you heavily in time, profit and opportunity, plus you’ll be forever cursing the day you spent creating a monster that’s unmanageable.
And you know the worst thing? Without such a simple, transparent and segmented sales and business development system, you’ll be FOREVER reliant on the skills of your transient sales team rather than the potency of your sales engine, and if that doesn’t scare you then stop reading now, because if you’re putting your business performance in the hands of the sales team who can up and off, en mass, in a heart beat then you’re playing with fire.
So, top line – how do you set up a Sales and Business Development System for your business?
Your Sales and Business Development System – 10 Things to Think About.
Transparency – each section (shown above) should have it’s own high level of transparency, it’s own accountability and it’s own check list
Sales Process – have a sales process that EVERYONE sticks to. No deviation, no hesitation, no question – you’ll never be able to scale and replicate a working and profitable sales and business development system if everyone is doing their own thing – thiswill help you.
Set KPI’s for each of the 4 gates that exist between the 5 sections. They are the KPI’s you manage every single minute of every single day
Metrics – for additional sales metrics to check you’re on track – down load this
Lead Quality – be very very careful of the leads you put in the top of your sales process – your sales and business development system will die a slow and painful death if you treat all leads as being of equal value and if you shove any old rubbish in there…no point keeping count if you’re just counting worthless buttons…make sure your leads are high quality, pure gold prospects you’d LOVE to work with – for more details check this out for advice on How to Build A Great Sales Funnel
Get Creative – to drive accelerated sales growth you’ll need to get creative in each of your 5 sections. Here’s two insights to show you how you can do that – check them out – download – Only Dead Fish Go With the Flow, check out this blog on How To Increase Price.
You’re Selling What? – think about what you’re actually selling, you’ll be able to get a greater insight into this by asking what your customers are actually buying, because once you understand this not only will you be able to accelerate your sales growth you’ll also be able to increase your prices…here’s a guide to help you – just hit this link
Value – think about what value you bring to the buyer at every single stage. If something in your sales process doesn’t deliver value to the buyer, then serious consider getting rid of it.
Managing Poor Sales Performance – you’ll need to be tough, there’s no point putting up with sub par sales performance if you’re a business committed to sales growth – check this out – How to Deal With Poor Sales Performance
Get Competitive – be prepared to step out of your comfort zone and make some noise, sure you can still keep your operations covert if you wish, but as far as your prospects, buyers and sales force are concerned – be loud and proud – check this out if you want a nudge in that direction.
And one final thing – make sure you’ve got your sales and senior management team on board acting as sales performance improvement functions, sales coaches, sales problem solvers and sales guides…this is a big task and some of your old guard will rally against the change, check here...if you’re committed to accelerated sales growth I know you’ll do what you need to do.
So, can any business set up a sales and business development system?
Yes – any business can.
Few chose to.
Many leave it in the hands of the individual sales functions, sales people, sales managers and they pay the consequences when key sales people leave.
Accelerated sales growth relies on ALL aspects of the business pulling in the same directions – that means any business undertaking such a commitment to increase sales and business performance needs an agreed, workable and sustainable sales and business development system.
Few firms have this.
The cost associated in not having such a system is huge – time, money, market share, brand value, competitor growth, missed opportunity, lack of responsiveness, mediocre business and sales performance…all negatively impacting the bottom line.
I hope you think about how your business could benefit from such a system…
Sales Performance – What Do You Really, Really Want?
Sales Performance – the puzzle for anyone in sales management.
Bigger? More? Faster?
But what does Sales Performance means to you, and how do you measure it?
I ask this question a lot.
Every business and sales leader I know wants better sales performance. Every single one.
Ask those same people to define what ‘better sales performance’ means and it gets more complicated.
It turns out a simple question generates a very long list, all under the heading of ‘better’
The mind-blowing thing is that the long list is long because it’s pointless!
While we’re on the subject of sales performance – interesting article on this very subject here – well worth a read.
Sales Performance – What Do We Mean?
Bottom line, for most businesses they want more customers, spending more money, more frequently.
They also want short sales cycles, decent margins and a flowing sales pipeline.
You and I can buy into that. It makes sense.
BUT, here’s what happens in reality.
The key person, or group of people, responsible for bringing on board more customers, encouraging them to spend more money, more frequently, are also the same people that are often handling customer account, queries, complaints, emails, and all manner of other functions that actually STOP them achieving their goal of recruiting more customers, spending more money, more frequently.
But it’s true.
How to ACE Sales Performance – The Plug and Play Sales Model
Rule Number 1 – let the sales team do what they are good at.
Let the sales team so what you recruited them to do and what you want them to do!
You wouldn’t expect a top level chef to wash the kitchen down at the end of the night, or have a major fashion designer order stationery…it’s not playing to their strengths and the truth is they’d be the most expensive cleaner and office junior imaginable.
It doesn’t happen.
Yet, it happens so frequently in sales teams – it’s almost like we imagine that anything to do with the customer is ‘sale’s job’
A slick sales operation has sales people selling 100% percent of the time.
Sales people don’t manage accounts – that’s for account managers.
Sales people don’t handle customer complaints – that’s for customer service
You get it so….I won’t go on
Rule Number 2 – isolate every function in your sales pipeline if you want real sales performance clarity.
Who’s generating the leads?
Then, who’s contacting the customer to sell?
And, who’s managing the existing customer accounts?
know this – Sales in a production line.
Think about the car manufacture production line – if the same guy that bolts the chassis is also running to the end of the line to polish the car before dispatch – well, guess how many cars get made and finished that day? NONE!
It’s the same with your sales production line – when everybody does everything – nothing gets done! Or if it does, it gets done more slowly than it should, which means it’s also more costly.
Even worse – if you do have sales performance issues…can you identify them in a heart beat? Not a chance.
Can you solve them easily? That would be no!
Having true clear transparency around every sales function in the sales production line with real time KPI’s and sales metrics can see your sales rocket.
It’s the fastest way to get your sales engine roaring.
Rule number 3 – monitor and manage your sales metrics religiously.
KPI’s at each of the gates in your sales process will let you see where you’re wasting resources – that might be time, leads, conversions or profits….or maybe all three.
Keeping a close eye on your key metrics is vital if you’re driving for optimum sales performance.
Sales is very scientific in that you can have a process of Continuous Sales Improvement – hour by hour, day by day, week by week…then all of a sudden you’ve had your best quarter yet because this the only way to consistently drive improved sales performance
Sales Performance – Quick Summary
– Make sure your sales guys do what only your sales guys can do! Multitasking will kill your productivity and chances of success in a heart beat, because your sales people will never be your best administrators!
– Have a very transparent sales function process with key metrics at each stage because that’s the fastest way to see where your sales leakage is taking place. Hit the link here if you want to know what sales metrics to monitor in your sales team.
This might mean having a research team, an appointment setting team, a sales team, a customer service team. Or maybe your team equates to just one person in each function. You can do the maths, moreover separate functions work best because you get total clarity along your whole sales process.
– Know your numbers at each of the gates in the sales process because that way, if the sales results aren’t what you expect you can IMMEDIATELY see where the leak is…and that usually means a speedy fix too.
If you’d like to discuss your sales team and sales performance – do contact me on the details below, because every day wasted in sub standard sales mode costs you money.
The Number 1 Rule for Managing Poor Sales Performance
If you’re responsible for managing poor sales performance, then face it head on. Acting fast at the first sign of sales dipping.
When sales start dipping, and that will happens, learn how to maintain control, so that you ensure your sales results are, at best, put back into a climb, or at worst, maintained whilst you run your repair and rebuild process.
Selecting to avoid managing poor sales performance may be the easy choice but it’s never the wisest.
Managing poor sales performance is fraught with all sorts of hurdles.
Taking responsibility, you have to do right by the sales person, right by the business, stick within the realms of good HR practice, document everything, engage in endless good sales and best practice performance management programs in the hope that everyone can dig in, pull tight and trade through.
Sometimes it works well, and when it does, that success is a huge reward and acknowledgement of your skills as a sales manager and the untapped potential of the business
But, sometimes you’re fighting a battle out front with all of the responsibility and none of the control whilst someone’s drilling holes in your efforts…
Why Proactively Managing Poor Sales Performance So Important?
Managing poor sales performance is an art form.
Poor sales performance costs money, time, resources and missed opportunity, and the very worst part is, you’re most likely contributing to your competitors growth.
Managing poor sales performance efficiently, effectively and with minimum impact on the rest of the sales function is vital.
After all, sinking time and effort into managing poor sales performance is a huge risk with no guaranteed short term payback, so anything you can do to:
1. speed up the process
2. reduce risk
3. guarantee success
4. let business as usual continue in the rest of the sales team…
Will automatically minimise the negative impacts associated with having to manage, support, train and develop poor sales performers, as well as make the rest of the team/business feel you’ve not deserted them.
What’s the Cost of Not Managing Poor Sales Performance?
It’s estimated that in any one year between 50% and 55% of sales staff don’t make sales target.
The reality is, if you’re not managing poor sales performance in your company, managing it so every sales person hits target in your business, you could be missing out on the opportunity of doubling your sales turnover without increasing your headcount!
”…you could be missing out on the opportunity of doubling your sales turnover without increasing your headcount!”
Now that’s a shocker.
So, how do you think about your sales people not hitting target?
You could think about this cost as:
1. factored into the business running costs
2. the payback for being in business
3. pretty much par of the course and to be expected
4. only 55% not hitting target? I wish!
How you think about it will dictate what you’re prepared to do to eliminate it, and how tolerant you are of your trading conditions. Can you afford to be tolerant? How happy are you with the results/performance you’re getting?
But what about when poor sales performance impacts more than your sales results?
How about when it severely hampers your speed of growth, your business stability… your sales future.
Managing Poor Sales Performance – What Are You Prepared To Do?
Personally, I hate under performance…it means there’s something wrong, it’s expensive and I never know when a sales dip’s going to bottom out, so I favour fast repair and reboot…
But before any repair or reboot can be done, you must identify where the fault sits in terms of things that cause poor sales performance.
It could be that:
1. the sales targets are set wrongly, so chances of success are limited
2. the sales recruitment is off track because the business needs a different sales skill set than originally thought
3. reward and recognition program is failing, hence staff aren’t motivated to achieve and bear no consequence for under achieving
4. sales management is failing, and this can be for a number of reasons
5. the market has changed and you’ve been caught napping
6. the competitors are getting stronger, more aggressive, focused, tenacious
7. a region is not performing as well as it should for geo/economic/political reasons
8. pricing is out of line and not responsive or dynamic
9. not trained the staff well enough
10. not coached/supported the staff often enough
11. failing to keep accurate temperature of the market forces and prospects fads
12. not buying/creating good quality leads or data
13. don’t have a great lead generation system or new business development plan
14. targeting the wrong type of prospects
15. targeting the right type of prospects with the wrong offer
Any combination of the above sound familiar?
Good News About Managing Poor Sales Performance:
And here’s the good news, the reason I hate sales non-performance so much is that 99.9% of the time, it’s fixable.
Yes, totally fixable.
To manage poor sales performance is not a black art…it’s about identifying a leak and fixing it to get the desired sales results.
And what’s even better is that, when you do fix the poor sales performance, it doesn’t just help the poor performers, it typically helps the whole sales team.
So, managing poor sales performance to eliminate the issue quickly, smoothly, efficiently, effectively, with minimum risk and maximum chances of success?
Not a tall order at all!
When you recruited your sales people into your sales team you must have seen something that convinced you that they would be a valuable asset to the team.
At the point of recruiting that sales person there was a business costs and a commitment to train them in their post.
Most companies forget this bit.
Very few sales people hit the ground running, regardless of their pedigree, past performance or skill set.
There still needs to be a typically immense investment by the business in getting the new recruit up to speed.
This is where it often falls down – a business might use the ‘sit with Nelly’ school of training…which means good habits get repeated, bad habits get repeated and no-one gets trained…but the sales manager can still tick the box and sign off to say it has.
Why am I telling you this?
Because this is where poor sales performance starts.
This can also be the point where it stops.
Cut the risk of having to manage poor sales performance before it even starts.
PLUS, and this is an absolute must if you’re a hungry sales manager…everyone is on a continual performance management program…every single one of the sales team, performers, plodders, super stars, the nearly there and the abject losers…keep everybody on a sales performance program ALL THE TIME.
Start date? The minute they walk on to your team.
That’s why, if you capture and train your new sales recruit early, you’ll be less likely to need any kind of program for managing poor sales performance later on, and if you do find your self in this position, the cause is usually fairly simple to identify and remedy.
If you need any help in recruiting great sales people – check out these two free reports, just hit the link for an instant download…
Now, let’s look at what to do if already have a poorly performing sales team and need help on managing poor sales performance.
First of all consider why you should be alert to managing poor sales performance:
1. What would it mean to the business if you could move the bell curve that typically denotes sales team performance just slightly to the right indicating that more of the sales team would be hitting target or be above target….
2. What are the poor performers costing you? Consider not just the salary bill, car, benefits etc, instead think also about the lost opportunities, the increased time between expressions of interest and purchase order, the higher sales acquisition cost, the likely reduced margin….
3. Consider the impact of not managing poor performers on the morale and motivation of those sales people who always hitting target, carrying the poor performers? After all, sales is a meritocracy, so why should the performers and the non-performers be treated in the same way and both allowed to keep their jobs?
What could you do as part of managing poor sales performance?
Some organisations will put a revolving door on the sales office for the poorer performers. The under performers either make the grade or they go. In fact, many larger organisations will adopt a process of forced ranking where the bottom 10% will be asked in improve within 3 months or find alternative employment either within or outside of their organisation.
Some organisations will look at the sales team as a whole and maintain the performers, exceptional performers and under performers in the same environment, on the basis that they accept the bell curve model and appreciate that this is possibly as good as it gets.
Some organisations may invest heavily in the poor performers training, coaching, mentoring and offering additional support.
Every sales management team and business will have its own way of dealing with poor sales performance.
What type of organisation are you in, and what are you doing at the moment to manage poor sales performance?
Sales Management complain that when dealing with poor sales performance, it is the huge amounts of time it takes addressing the individuals and their problem(s) that causes the biggest upset. All sales managers should be supportive and invest, of course, but many fully understand that it’s so much time and effort with no guaranteed return can be a thankless task. And that mindset brings it’s own set of problems.
However, let’s not forget, it’s worth every minute when it works!!
Collectively, over the years we have designed a few techniques to address the issues associated with poor sales performance and managing poor sales performance.
You might also want a second opinion – at no cost to you whatsoever.
In fact, you can claim your FREE SALES HEALTH CHECK – just click on the link here and I’ll get back to you within 24 hrs. UK wide.
Managing Poor Sales Performance – 22 Point Quick Summary
1. Start formal sales performance management action immediately. If the sales person hits target and works then there is no issue. BUT if they don’t hit target and it doesn’t work out and the sales performance doesn’t improve then you’ll have a documented course of past remedial action, such as is needed to support your recommendations and decisions. Managing poor sales performance needs immediate ongoing action.
2. As part of managing poor sales performance set tight and short term targets to help them focus…half daily if necessary. Some under performers feel swamped so clarity and direction maybe lacking. Make it easy for them to perform.
3. Ask them what hurdles they are experiencing – and remove those hurdles temporarily from their desk…whatever that takes. As part of managing poor sales performance give them freedom to deliver and see what difference it makes.
4. Explore each deal in the forecast/pipeline with them and agree on a strategy to make things happen – time consuming but often pays very high dividends. This is a crucial part of managing poor sales performance.
5. Put the responsibility for their success firmly in their hands, whilst making yourself as accessible as possible. Under performers need to understand the tactics and techniques for driving sales performance when their sales hit a dip. As part of managing poor sales performance, you need to give them those skills and insights.
6. Have daily meetings to discuss performance, so they can update you on progress, in other words, don’t let them lose heart because they need to know you are on their side.
7. Encourage them to concentrate on what they have in their pipeline and have already qualified, as opposed to random cold calling.
8. Complete accompanied visits with potential clients and the under performer. This is vital. The more time you spend with the under performer, the greater their chance of success, and the sooner they’ll start to perform in line with expectations.
9. Generate a time sensitive to ‘close’ list daily because side by side management of this list of activities build confidence and action mindset.
10. Watch the attitude as well as the skills. Perfectly competent sales people can under perform when the attitude is wrong, even if the skill levels are high.
11. Address any obvious sales skills that are poor/missing.
12. Find out what their motivators are, and use them.
13. Partner them with some of your more professional and performing sales people – accompanied visits, but don’t saddle the performing sales person with your responsibilities.
14. Conduct sales pipeline analysis – where in the sales pipeline are deals falling over, getting stuck or falling apart? It may be a skills deficiency or a simple mind set shift that’s needed, consequently you can determine which it is.
15. Get them to go back to established and happy customers to get referrals, to cross sell, to up sell. Anything so that they get to taste success because this is so important. It’s tough to break a long line of sales failures, hence tasting success is a valuable jump start because everyone needs that.
16. Strictly assess skills…do you have a farmer in a hunter role? Do you have a customer service super star trying to climb a mountain of new business…look for their strengths and not just their weaknesses. and subsequently place them where they play to their strengths, where this is possible.
17. Let them see you selling and making profit in their sector. Being succesful on their patch with their clients because that’s when they get to see what’s possible, when you show them what’s possible
18. Test their market knowledge – total immersion, because that’s the only way to find out what they know, what they don’t know, what they should know and make sure they close the gaps.
19. Do not load too much pressure on the under performer because it won’t help, moreover, it’ll most likely send them backwards.
20. Punch drunk training sessions – role play and role play some more. With you and them in a room, hit them with every single objection and sales avoidance technique you have. Either way, just kill them with the speed, ferocity and force of your NO argument and help them work out how to fight back with their YES sales position
21. The sales person should display a high energy state every day, what that means is no slouching into the office, got to show up pumped for another day to turn this around.
22. Do a psychometric test on the under performers, because at this point, like Sherlock Holmes, you’re looking for clues to indicate where the blockage is…
I know – you’re shaking you head wondering ‘what the hell’.
I’m hearing you. It’s a valid reaction.
But the truth is you have a few choices. You can seek to find and cultivate the skills and attributes you identified when you recruited this person and work with them to make their and your dream a sales reality.
Or, you can call HR. Go through the process and start again. You always have that choice and that’s a conversation you’ll probably have every time the poor performer comes into you mind or crosses your eye line.
Managing sales performance is a day to day activity, and managing poor sales performance is no difference.
That’s your job. One of the hardest parts!
That’s why managing the solution at speed is vital, so very vital for both parties.
Either way, early intervention is vital.
Performance management shouldn’t be left until the relationship between management and staff is strained or has deteriorated. People can become defensive and uncooperative and these are counter productive responses to what you are trying to achieve.
Managing poor sales performance is a time consuming process, it may or may not work.
I have seen some sales people take upwards of 12 months to reach their full potential.
I have also seen some sales people who should have got better results. They were unable to pull in the sales results required to secure their position. Yet, on moving to another firm have gone on to very highly regarded positions in other sales roles. Roles where they have consistently hit their targets. So, some times we all have to recognise that that fit doesn’t work.
I guess my personal philosophy on the matter is this; Manage sales and commit to doing everything within your power to assist the under performer, however, there is one caveat. If improvements don’t appear, there is no harm in saying good bye, because at that point that’s all that’s left, moreover, it can greatly benefit both parties.
Getting good HR advice is invaluable, as is good legal advice, because both should be sought as part of your solution before any action to dismiss is taken.
If you want some starting points for managing sales performance, one of the easiest places to start is to look at the sales metrics you’re using to manage the team. Available now – download just hit the link for an instant download – The 7 Sales Metrics You Should Measure, Monitor and Manage
Claim your Free Sales Health Check using this link. Simply click through and complete the details. I’ll get back to you within 24 hrs. UK wide.
Managing poor sales performance is key. Simply put, avoiding it won’t make it go away. Plus the sooner you and the business accept that managing poor sales performance is a must do; the greater your options for growth and sales success.