Plant Floor Leadership

It is always great to hear feedback that the coaching is working. A plant manager reported that during a discussion with a plant floor leader concerning re-assigning him from the day shift to the second shift (3:00pm to 1:30am) the plant floor leader asked, "what is your expectations of me on the second shift?" It seems my focus on coaching them to: set goals, responsibilities and performance expectations is getting through!

Emotions: being a sales team leader

One of the sales team leaders I am coaching remarked that she always tries to keep emotions out of the equation when working with her sales team: just focusing on data and facts. It is interesting that we have tons of books, webinars, programs, etc on emotional intelligence beginning with Goldman's book in 1995; yet the leaders and managers I am coaching are uncomfortable consciously integrating emotions into the workplace. Maybe that is why they need coaching!

revenue vs number of contacts - lots of discussion

I posted the question of revenue vs number of contacts (see blog of 5-3) on several linked in groups - over 40 responses. Other than the usual off-track comments by some that either didn't read my original post, didn't understand it, or just wanted to promote their programs, the comments seemed just about evenly divided between measuring number of contacts and revenue. The challenge is to link some type of measurable performance to the revenue expectations; my perception is the organization I am coaching doesn't know the "numbers" as potential clients move thru the sales funnel.

Measure value based selling behaviors, # of contacts of revenue?

A recent client established an arbitrary contact level for his value based sales representatives; 15 contacts on existing customers per week to retain business, 25 contacts with prospects to attract new business. First, I feel 40 contacts on a weekly basis is too much; especially if they are to be face-to-face and have some content. But this is a measurement of activity that many sales organizations focus on and I agree that all sales is a numbers game - the more you contact the more business you will get. There is also a monthly revenue objective that includes annualized revenue to retain a client and the dollar value of new business. In my opinion this is quantity vs quality of sales visits. There must be a critical mass of client and prospect contact but 40 seems arbitrary and would produce more of a "howdy call". How would your sales force react if you told them, "I don't care how many calls you make, as long as you make the revenue target."