How to Manage Poor Performance in Sales Athletes

You’re an existing sales manager, a new one, or someone who has been promoted to a sales management or sales leader position. You have an existing team and will likely hire more salespeople, and you’ve been charged with hitting a 20% year over year growth in sales results.

For the purpose of this discussion, let’s say the expected growth is in top-line revenue. Depending on your organization, the focus may also be on other KPIs, such as gross profit, net profit, and/or other important KPIs such as net new accounts, average revenue per sale or account, and more.

One of the first things a manager may do is to take stock of what is and isn’t in place, and then determine the level of effectiveness for each area or element. This may include a CRM, meetings, goals, individual performance against goals, and more. When it comes to salespeople and performance, it would not be unusual to find some at the top, middle and bottom of performance metrics.

A manager with this scenario may wish to keep the good success elements and people going without disruption and see if they can raise the level of performance of the less well performing people and or elements. Below are a few items that could be explored with those on the sales team who are not performing optimally:

• Take a close look at their ‘book of business’ in your CRM
• Summarize their results, pipeline, and their level of activity
• Look for areas where the KPIs are not likely to support success and desired results
• If the results and pipeline are weak, is there enough activity?

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