Lucas Price emphasizes the importance of having a plan and clear standards in order to build a culture of high performance within a sales team. He compares performance management to using a GPS, stating that without clear goals and regular check-ins, the team is likely to veer off course. Feedback in real time is essential for avoiding potential problems and adjusting the plan when necessary. Lucas highlights the importance of tracking and using sales performance numbers to gain visibility, identify trends, and make informed decisions. He also emphasizes the need to celebrate wins and smaller achievements to refuel and motivate the team. Continuous learning and open dialogue are crucial for adapting to a changing environment and staying flexible. Lucas emphasizes the importance of two-way feedback and involving the team in goal-setting to foster commitment and collaboration. Lastly, he emphasizes the importance of well-being and allowing for real breaks to ensure the team's overall success.
Take Aways
Clear standards and regular check-ins are essential for keeping a sales team on track.
Feedback in real time helps identify and address potential problems before they escalate.
Sales performance numbers provide valuable insights and should be used to inform decision-making.
Celebrating wins, big and small, helps motivate and refuel the team.
Continuous learning and open dialogue are crucial for adapting to a changing market.
Two-way feedback and involving the team in goal-setting foster commitment and collaboration.
Well-being and breaks are important for maintaining a high-performing sales team.
First, let's bust a myth. Performance management is not about micromanaging. First, It's just the opposite. Consider it your GPS. You wouldn't go somewhere new by car without one, right? Your starting point is having clear standards. You need to say what your KPIs are. How will you get there if you don't know where you're going.
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You have to track and use your sales performance numbers. The numbers give you the visibility, the trends, and the warnings. And don't forget that numbers are neutral. They're not about you personally, they're there to teach you something. Numbers are important, but so is confidence. We often make the mistake when we only look at the gaps.
Rejoice in the wins, and not just the big deals, but also smaller things like setting important meetings. getting positive feedback from clients, and other small but important steps forward. They're how you refuel and get ready for the next part of the race.
As the environment changes, so must your team. Continuous learning isn't just a catchphrase, it's a must. An article, a webinar, or even a simple conversation with a teammate about market trends can help you think of new ways to do things and be more flexible.
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Do you set goals with other people? That's the same as letting your team help you steer. When they help you decide where to go, they care more about getting there. It's not about being bossy, it's about working together. Last, we are all people. Wellbeing is important. A tired driver is a danger. So is a salesperson who has worked too much.
Recognize it, do something about it, and make sure your culture allows for real breaks. So here's what it all comes down to. If you do performance management right, it will help you reach your goals. It's ongoing and helpful. Your sales team is more than just a group of workers. They're also your traveling companions.
Help them, lead them, and watch as you all race towards success together.
