Busy sales managers tend to deliver a curt message to their reps: “Get better and sell more.” This feedback may work for some salespeople, but not for most. Instead of asking your reps “What’s closing this month, and how can we make those deals happen faster?,” talk with them about the indicators that have historically led to sales, such as demos, web registrations, calls, or C-suite-level meetings. If you focus on the intention (“Close deals”), you won’t help them change their behavior. Feedback on indicators might sound like this: “You’re behind peers in setting meetings with VP-level prospects, and we know those contacts increase our win rate substantially. Let’s talk about the organization of your prospects and what we can do to get the right access.” Conversations like these empower reps to know where they stand and assess whether they are spending their time and efforts in the best way.
Adapted from "Find the Right Metrics for Your Sales Team," by Frank V. Cespedes and Bob Marsh
