Imagine if 96% of the people you hire one year later would not only be working for you but performing at a higher level than the candidates you’d hired previously for this position.
Strategic Discipline Blog
Attempting to find someone to fill a key position at your company after they’ve left is the worst time to do so.
Winners are more than twice as likely to create the perception that the overall value they offer is superior. When a second-place finisher doesn’t create this perception, it turns out it is the number one most important factor they needed to do differently in order to influence buyers to select them.
Determining how to compensate your sales team or person is often one of the biggest challenges a business can face. Finding capable sales people is a challenge onto itself and then determining who the keepers are makes this muddier. If you want to keep the performers, you have to come up with a formula that pays them for performance and yet doesn’t hook the company too long compensating them just for potential. One of our strategic partners, Dave Kurlan of Objective Management Group wrote a blog Sales Force Compensation - X Marks the Spot that offers great insights in the process of rewarding your sales staff.
Last blog we discussed the Fourth Discipline, developing work process flow charts. Would it surprise you to discover that 91% of small to midsized business don’t have a formal structured sales process? One of our strategic partners is Objective Management Group. OMG is the originator of sales force evaluations and have evaluated over 8500 different sales forces, and 450,000 sales people. Most of the businesses they evaluate are larger companies since in order to evaluate sales teams; you need four or more sales people and managers. The 91% number comes for their evaluations of these 8500 companies. You can imagine what that number might be for sales teams smaller than 4 people.