Staying or Going?
You’re a high performing rep who just had a really good 2014 but you’re now thinking it may be time to move on. You got your number for 2015 and it really feels like management is socking it to you as a penalty for having a good year. Even though management explained how the new quota numbers were created, it doesn’t feel good because they are so sky-high out of reach. (And, add insult to injury, they changed terms in the commission plan that stacks the deck against you even more.) You’re a little mad right now, but a lot of frozen…you don’t know if you want to stay loyal or take those calls coming in from recruiters.
You’re a high performing sales manager who just had a really good 2014 but you’re secretly gulping for air having just passed along humongous numbers for the new year. You, personally, are on board...locked-n-loaded, tucked-in, etc., but you’re worried about keeping your team intact. As you sat with each on the team to discuss their individual number, they said they understood the reasoning, but you sense they actually don't understand and are not happy. You're worried a few will leave. You come in each day hoping to see the machine humming, but you can tell not everyone’s working on a full gas tank. These are, indeed, touchy times.
As pop culture reminds us all the time, breaking up is hard to do, and there's much to be considered before making a move. Given this scenario which plays out all over business this time of the year, it is important to understand there are two issues here: aggressive quotas and how to deal with them, and, determining when is the right time to change jobs. Two separate issues. Before we analyze the challenge from the perspective of the sales executive and the sales manager, think back a year, the 2014 goals probably seemed unreasonable too. Nobody has a 12-month looking glass! In that light, let's break this really big issue down through the two most important sets of eyes.
You’re a high performing sales manager who just had a really good 2014 but you’re secretly gulping for air having just passed along humongous numbers for the new year. You, personally, are on board...locked-n-loaded, tucked-in, etc., but you’re worried about keeping your team intact. As you sat with each on the team to discuss their individual number, they said they understood the reasoning, but you sense they actually don't understand and are not happy. You're worried a few will leave. You come in each day hoping to see the machine humming, but you can tell not everyone’s working on a full gas tank. These are, indeed, touchy times.
As pop culture reminds us all the time, breaking up is hard to do, and there's much to be considered before making a move. Given this scenario which plays out all over business this time of the year, it is important to understand there are two issues here: aggressive quotas and how to deal with them, and, determining when is the right time to change jobs. Two separate issues. Before we analyze the challenge from the perspective of the sales executive and the sales manager, think back a year, the 2014 goals probably seemed unreasonable too. Nobody has a 12-month looking glass! In that light, let's break this really big issue down through the two most important sets of eyes.
CommunicationManagement supportCompany visionCultureLearningKey battle wins |
Sales executiveBe honest with yourself: how much of your attraction to "new co." is ego satisfying because someone else is romancing you? How much of your interest in "new co." is because you are afraid of the new scary 2015 quotas? Moving to a new company because you were just given a high number is not a good reason to change jobs ("new co." will probably do the same thing to you in the future). Either way, you'll need to open the communication valve just a little more and sit with your manager to understand all you can about how the quotas were devised. The open chat may even uncover other areas of opportunity for you in the company.
How strongly does your management support you? (You say you think your manager has your back but how do you know?) In what ways has your manager shown he / she is committed and dedicated to your development? What is manager support worth to you in your current job, versus starting over and re-earning trust and confidence at "new co."? Even if the hiring manager of "new co." is an old friend, there are a whole slew of new executives and folks you'll need to impress there. Gaining and enjoying the support of a manager can be one of the single biggest career-boosting things that happens to you.
Do you still buy the future the company is promoting? Does your company do, say, and make things that excite you? Be careful not to measure your passion today against your best days in the past, but instead grade against what you can get behind and feel excited about for your clients in the coming months. Companies go through many gyrations of growth and you'll always want to contribute positively through as many good cycles as possible.
How much do you know about the selling culture at "new co" and how does it compare with what you have now in your current job? How important is culture to you in a job and how would you define it yourself? Once you've defined it, you can determine whether you are fulfilled or whether you may find a change to a new job is, indeed, what you need.
How much are you learning in your current job? Does your manager know how you value learning and what kind of learning you yearn for? The ability for you to quantify your learning in any role is highly necessary to define a vision for your career track in years ahead. There is a time in one's career where it's okay to not have a five year vision, and then, there's a time in your career when it's not okay. Always be learning.
Did you serve strong and tall during the battles you encountered? At the very least, did you serve for two years? Every company is different, but generally, a two year stay at a company pays back the minimum on what was invested in you. Also, those who will be interviewing you in the future, when stakes get higher, will look closely at your tenure, and how you battled. At the minimum, you’ll need a couple years at a company to see a few business cycles and learn what it means to be a warrior who can fight through different kinds of challenges: account challenges, market challenges, internal problems, etc. Don’t be afraid of the fight…in fact, welcome the fight and show that you can win!
|
Sales managerHave you been honest with your "top performers" regarding the logic behind the aggressive goals this year? It may take two or even three conversations with the biggest skeptics to get them "buying in", yet it's your job to explain through calm logic. However, there's a bigger issue: have you been honest with those on your team regarding how you think they performed last year outside of their quota attainment? Big commission checks often create self-delusion regarding skill achievement and inflation of worth, so it's important for the manager to sit with everyone and discuss real growth areas (individual skills, company/product knowledge, industry learning, etc).
Of the many elements that go into being a good manager, one in particular receives focus here: are you able to articulate and present an argument to senior management on behalf of your top performers which preserves and protects their standing and future potential? Senior management may not always see what you see regarding the talents and value of an individual, and when needed you'll have to be persuasive in arguing on someone's behalf. It could mean an extra $10k in salary that is a nice unexpected kiss, or assignment on a new project, or recognition of some sort that keeps the engagement strong for all involved. When you're a manager, you work for your team.
Are you doing a great job of articulating the strategic direction of the company to everyone on your team? Are you relating the vision and plan for the year in ways that are meaningful and useful? Strong managers are those who are continuously promoting, and enthusiastically supporting company strategies and plans throughout the ranks. Good selling happens not just outside of the company's walls, but inside, where those who need constant energy and inspiration are waiting to be sold!
What kind of culture have you personally created for those on your team? Have you been able to articulate what culture means for you and your team? Are you able to successfully engage those around you against the ethos you've created? Integrating your top performers into the culture process can be a very motivating part of working as a team. Sit down with those people and talk to them about how they can add to your culture.
How strong have you been as a teacher this past year to those on your team? Specifically pertaining to your top performers who may need more 'love and affection', how specialized and custom is your teaching as it applies to their needs? High performers require very nuanced and detailed instruction because they're already advanced, yet they still need advisement and coaching. Your ability to keep top performers engaged can often ride on your strong coaching ability.
Were you there to support and help your top performers through the battles they waged over the last few years? The definition of one's character comes only through achievement attained and positive behavior exhibited through adversity. As a manager, you are defined on how you lead your team through the rough spots. What kind of help did you offer your top performers? Were you there to guide and coach without being overbearing or controlling? Were you able to help them see the bumps in the road, without giving them the answers? Were you there emotionally for them when they messed up, and gracefully propped them back up? Did you treat the top performers with dignity and respect when everyone's back was against the wall, yours included?
|
Yes, that was a lot. Yet the subject is heavy. If you're reading now, you obviously have some strong opinions as the Editor would surely love to hear them.
* Selling.2.YES...why the name?
Everyone has their funny names they designate for companies, pets, girlfriends, etc., and certainly "Selling.2.YES" might raise some eyebrows too. The title of the newsletter is derived from one of my favorite mantras: to qualify as a true professional seller, you must have the ability to turn a "no" into a "yes". Only when you as a sales person can show that you can fight through obstacles are you able to proclaim that you are indeed, a sales professional, a designation reserved for those truly worthy. Selling.2.YES is merely a play on that concept representing that the true professional rep is someone who knows all aspects of selling in order to get to the order! Selling.2.YES. Fun, eh? Or maybe not. You're free, of course to decide, or write me. But I'm sticking with it! -MH