This document provides guidance on developing a sales performance radar to help improve sales performance. It discusses key areas to focus on, including having a clear understanding of sales performance metrics, ensuring proper remuneration and reward systems, ongoing sales skills development, maintaining job satisfaction, utilizing feedback systems, and providing adequate sales resources. The golden rules are to not overcomplicate issues related to sales performance and recognize that people, questions, and development are key to driving performance.

1. Developing your sales performance radar Paul Kenny

2. Quick Introduction Help new Sales Managers to cope with the leap from sales person to sales manager Help organisations that are struggling with sales performance issues to identify viable solutions Help emerging sales organisations to put in place the systems and sales stories

3. 3 Golden rules from 24 years in selling Sales performance is not a complex issue People make it much more complex than it needs to be Golden rules should be treated with a great deal of suspicion

4. Sales Performance Radar Fundamental grasp of SP Remuneration & Reward Job Satisfaction Sales Skills Development Sales Resources Feedback Systems

5. Fundamental grasp of sales performance Do we understand the difference between sales results and sales performance Do we know what type of sales performance we are looking for Do we have a thorough and relevant competency framework for our sales people

6. Remuneration & Reward Do we run regular “fairness checks” Is our R&R system completely transparent Do all our sales people have personal plans that help them to maximise their earnings Do we regularly engage the sales team in the target setting process Do we have a system of rewarding performance as well as results

7. Sales Skill Development Do we have a meaningful set of competencies for sales Can our sales managers still sell to a very high level (without resorting to rank) Have we trained all our sales managers to be effective sales coaches Do we know who our sales mentors are and do we recognise their skills and efforts as mentors Do our training programmes cover all staff and do they reflect the changing needs of the marketplace Do we conduct regular and thorough side by side training in all forms of sales

8. Sales Skills Development cont’d Do we conduct regular performance appraisal (3 months) Do we actively review our sales story at least every six months Do we conduct skills refreshers at least every month Do we expect our our managers to develop their staff and do we actively reward them for doing so Do we have a spirit of friendly competition between individuals and teams

9. Job Satisfaction 1 Recognition and reward Do we have regular incentives and reward programmes Do we deploy our incentives tactically to develop the areas of sales performance that really need working on Do our incentives reward performance not just sales results Are our incentives fully inclusive, personal and fun Do our incentives create at least one different hero every week

10. Job Satisfaction 2 Values and Drivers Have we enquired formally and skilfully as to what people value about their work Do we link individual values and driver to personal development plans Do we have customer testimonials writ large through our building, our systems and our training and development programme Do we know how to recognise performance and to reinforce performance drivers in our business Do we have an idea as to the extent that sales people care about the product and believe in it

11. Systems and Feedback Do we have a real time sales progress system that measures and reports Identification goals Contact goals Sales goals Results Do our sales people have enough information to create a high quality personal business plan Do we hold weekly sales team meetings Do we devote 80% or more of the time in these meetings to the performance rather than the result

12. Sales resources Do our sales resources tell the sales team that they are integral to the company success Do we have a clear sales story for each of our products and d Do we have well defined sales tools to help our sales people really be their best

13. Don’t over complicate stuff! Q + Q+ D= Performance