1. A MarshBerry Publication | Volume VII, Issue 7 JULY 2013
Authored by Justin Berry, Vice President, Sales Management | 440.220.5431 • Justin.Berry@MarshBerry.com
Nick Kormos, Senior Consultant, Sales Management | 440.392.6563 • Nick.Kormos@MarshBerry.com
Jim Wochele, Consultant, Sales Management | 440.392.6559 • Jim.Wochele@MarshBerry.com
Recipe for Producer Accountability
High growth organizations are no longer
accepting excuses for reducers (non-producing
producers) in their organization.
It is time to hold your producers accountable. If you want to realize
your expected growth goals, your organization needs to execute a
proven strategy for success through accountability. We see that
you have three options: utilize executive resources to train your
producers; hire a sales manager; or outsource to professional sales
management consultants. By following MarshBerry’s four step
process, you can begin to drive accountability in your organization.
Step One: Build Realistic Expectations
Goal setting is an integral process in building a roadmap for producers Two common mistakes agencies make when setting goals are:
1. Setting unsubstantiated goals. This only damages confidence and leads producers to simply ignore the goal. Instead, set defined
tiers such as a minimum, organizational, and stretch goals. Use historical agency and industry production numbers to set each tier.
2. Focusing solely on closed business and not on activity goals. Keep producers focused on daily activity levels that are necessary to
achieve their goals. Break their new business goal down by translating that number into qualified appointments needed. This will help
them monitor their progress on a more consistent and granular level.
Step Two: Crystal Clear Communication
This is a two way street. You need to communicate the goals, and they need to agree to them. Involve the producers in the
planning process, and schedule regular follow-ups to monitor progress and discuss their challenges.
Step Three: Provide the tools to support their success
Proventoolslikesalestraining,pipelinemanagementsystems,mentorship,marketingsupportandservicingcapabilitiesareparamount.
Ultimately, your model needs to offset the biggest obstacle, which is maintaining continuous capacity to bring in new business.
Step Four: Create a complete selling system
Establish a sales process and a refined message for producers to deliver. Tracking this will help you identify key challenges and allow you
to truly “manage” producers to success.
The “sink or swim” mentality has gone by the wayside in today’s sales world.
This approach leads to missing out on coachable moments that could make your team perform better. By setting expectations for each
producer, communicating goals clearly, giving them the tools for success, and following through on the selling system strategies, you’re
embracing a true sales culture. Producers are the key to growth and accountability ensures that everyone is working towards that same goal.
O R G A N I C G R O W T H
Master many of the basic steps to building a high-growth sales management organization by attending MarshBerry’s
ABIA pre-conference Sales Management Seminar on Sunday, September 15 from 2 – 6 p.m. Executives will learn tactics for
reaching high growth including driving a True Sales Culture Organization and how to develop high-performing producers and
manage “reducers.”
The pre-conference workshop is being held in conjunction with the ABIA but open to members and non-members.
To learn more about the seminar, and to reserve your spot, email Jim Wochele at Jim.Wochele@MarshBerry.com or
call 440.392.6559.
Sales Management
Best Practices
Sunday, Sept. 15 • 2 – 6 p.m.
The Sawgrass Marriott,
Ponte Vedra Beach, FL
Figure 1
Do Executives or Sales Managers Receive
Sales Coaching or Training?
Source: Sales Management Benchmark Report