Question:What do I do when my goals don’t match the company’s goals for me? Answer:I can look at this is in two ways – expressing two different situations. In the first, there is a legitimate difference in the expectations for a sales person, but a basic agreement on the issues on which
to be focused, as well as the values of the organization. In the second, there is a deeper and more significant difference of opinion. Let’s consider each separately.In the first
scenario, the sales person and the company differ on the degree of what is possible. The sales person expects a 10% increase, while the company thinks 15% is reasonable. Both agree that sales growth is reasonable, but the amount of growth is the issue. What do you, the sales person, do in this case? Persuade and negotiate. Try to convince your boss that your perspective is more accurate than his/hers. Don’t just assert that, be convincing. Back up your beliefs with substance. Describe specific situations and accounts, and explain why you think about them the way you do. Prove your
point. |
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At some
point in this process, there is going to be a resolution. There will be a quota or a goal. Whether it is your idea of what it should be, or your manager’s version, or some compromise, it doesn’t matter. At that point, when the issue is resolved and the number is set, your job is to give all of your best efforts to doing what your company wants you to do. You are, after all, an employee of the company. Your job is to do what your company wants you to do. That’s what they pay you for. Sometimes sales people can get a little too convinced of their own importance. I succumbed to that temptation more than once when I was selling full time. We think that we really are in business
for ourselves, that we own our customers, and that we know what is best for the company and the customer. So, therefore, we become agitated and upset when the company asks for a 15% increase and we think 5% is reasonable. We are tempted to go off mumbling under our breath about the screwy management, and we decide we are going to do what we want to do instead. A little reality check is in order under these circumstances. If you worked in the warehouse, would you ... CLICK HERE TO READ FULL ARTICLE. |
Featured YouTube Podcast: Intro to Sales Systems At its most fundamental level, business is always and only about three things: Money, people and systems. There is a huge body of content revolving around money in business and there is an equally impressive body of knowledge and infrastructure for the people component. When it comes to systems, however, there is not nearly the quantity and quality of conversation. And yet effective systems are, at the very least, just as necessary to the growth and health of a business as good people and adequate funds. Good systems are where the company’s financial assets intertwine with the people to produce results. |
Featured Podcast: Intro to Sales Systems At its most fundamental level,
business is always and only about three things: Money, people and systems. There is a huge body of content revolving around money in business and there is an equally impressive body of knowledge and infrastructure for the people component. When it comes to systems, however, there is not
nearly the quantity and quality of conversation. And yet effective systems are, at the very least, just as necessary to the growth and health of a business as good people and adequate funds. Good systems are where the company’s financial assets intertwine with the people to produce results. Scattered & Unfocused? Create a VAP
There are, in the world of sales and sales systems, certain practices that have such an enormous impact on the company and the market that they are in a special class of activities that call for executive involvement at the highest levels. One of that handful of activities is the creation of a value-added position (VAP). Next to the company’s vision,
mission and values statements, a VAP contains the most important words an organization can create. It often forms the first impression the market forms of your company, and frequently bounces around in their head like a tune from their teenage years. |
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