As a salesperson, I always wanted to know where I stood relative to my sales peers and compared to my manager’s and company’s goals and expectations. Just like any player in sports, we have sales scorecard, stats, and records that show us how we stand against competition, Ourselves and company targets. When I became a sales manager and VP of Sales, I tracked my team against goals and expectations on issues and areas both “soft” and “hard.” This rule is all about keeping score. Let’s take a look at a powerful way to keep score with a flexible sales scorecard. This is not just for sales managers. The enlightened salesperson can apply this to their own personal sales scorecard. Years ago I learned from a sales management mentor that achieving a revenue target is a function of two variables, frequency, and competency; that is, how often we do some things and how well we do them. Today I call these activities and competencies. In all selling environments, there are key designated activities and items of measurement that represent the quality or mastery of performance, or competencies.
Examples of Activities to be scored are as follows:
• Number of Prospecting Phone Calls
• Number of New Opportunities entered into CRM
• Number of Face-to-Face Meetings
• Number of Webinars
• Number of Sales Demonstrations
Examples of Competencies to be scored are as follows:
• Presentation Skills
• Lead Management
• Sales Messaging
• Territory Management
• Technical Resource Usage
• Product Knowledge
In addition to Sales Performance metrics such as Monthly or Quarterly Bookings and Quarterly or Year-to-Date Quota Attainment, the total number of Activities and Competencies should not be less than 20 items. Not too many, not too few. As it was during my time with IBM, each item should be rated on a scale of 1 to 5 with 1 being “Poor” and 5 being “Excellent.” This all can be tracked on one spreadsheet with monthly or quarterly comparisons.
The key to keeping score with a scorecard is to use this management a tool as a vehicle for discussion between a salesperson and manager.A sales manager and a salesperson can effectively use a one-page the scorecard as a foundation to talk about performance quality, growth, progress, challenge, joy, disappointment, and expectations—many of the things a sales manager never gets to speak about with his or her young charges because there is too much focus on quota, numbers and sales revenue. Are you keeping score with both quantitative and qualitative mea- surements?
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