As we close out two of the weirdest years, 2020 and 2021, it is time to look at laying a solid foundation for 2022. This is going to be a pivotal year for many of us- New Year, New Goals, New Challenges in the "Ever Changing Marketplace". Here are four of the best practices we are sharing with our clients for a successful year ahead-
1- Do Some Reflecting on 2021.
This past year was full of pivotal decisions as we navigated our way through the marketplace. Don’t make the mistake of charging forward without understand what has happened.
· What was it that went well?
· What are you grateful for both personally and professionally?
· What goals did you achieve?
· What goals changed?
· What impact did you have on others?
· What lessons did you learn?
· What were the indicators that forced you to pivot?
Many leaders I talk to are feeling overwhelmed and have little time. I believe this is the best time to force time for reflecting on what is happening so you can adapt and change struggling process and strategies. Take time to work “on” the business not reacting to the issues “in” the business.
2- Engage
Every company has been challenged this past year- Some with struggles, some with success sand growth. What have you done to make sure every team member is fully engaged?
Work with your team to lay the groundwork for success in 2022. Start by sharing a clear vision, gather feed back and begin to plan. This is a common blind spot within many organizations, not sharing the vision with those that have to implement it. We spend so much time planning, we forget to ensure the entire team knows where we are headed. We might tell them we want you to do x, but we don’t tell them why. Hence it becomes a blind spot and a source of discomfort and uncertainty among the team.
3- Connect the “Why” with the “How To”
As we begin to lay the foundation for a great 2022, it is important to help guide the team for success. Make it clear your not looking for feedback on where things are headed, but how it will unfold. If you simply tell them what to do, your minimizing their expertise, its your fault when they fail. Facilitate a discussion having them help to build the plan, together. Generate the top behaviors that all team members must execute. For a list of the top 10 Sales behaviors, click here. Identify the top 5 KPI’s to track and measure success, things other than revenue and sales. This is not micromanagement, its about lifting up the team, giving clarity on the expectations and showing everyone a path for success.
4- Scheduled Review Meetings
A quarterly, scheduled, review process will help your team fine tune the behavior plans towards success. These reviews should be at strategic relevant times, not during or after a short-term crisis. Schedule meetings in support of the unique personal goal of the team member with a clear agenda, one that includes measurable accountabilities for getting the team member closer towards their goal.
• Ask questions to prompt self-discovery of success and challenges
• Use data and observation to identify performance gaps and changes
• Create an environment for open, honest conversation
• Identify training and coaching opportunities
“There are no bad salespeople, only bad coaches and managers. It’s the coach/ manager’s job to understand what a rep needs to be successful — and deliver it.”
Before your session ends, identifying the specific behavioral benchmarks, fine tuning that is needed to in order to meet their goal. This should deliver clear, mutually acceptable agreements on two or three measurable activity goals they are willing to assume personal responsibility for delivering on by the next review. Those commitments can serve as the starting point for next review meeting.
This year will continue to be a year of pivots and periods of the year you will struggle. Don’t forget you have surrounded yourself with great people, a great team. Leverage their expertise and experiences to help guide your team and company toward success!
For help on implementing any or all of these strategies, visit us at www.psta.sandler.com or email- ethompson@sandler.com
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