Comments on: Three Proven Methods To Turn Around Your Sales Underachievers

By: Ralph

Ralph — Tue, 18 May 2010 23:17:27 +0000

Hey Jim,
Great comment! Thanks for the excellent feedback. Agreed that this post simplifies the entire process which would be too long for one blog post. I agree with all your points except #1. With an underperformer, you have to quickly assess whether the rep will or will not make it based on objective analysis: observation in field selling situations, comparison versus peer group, raw obveservable talent and performance versus company standards. The approach to take for a under performer would be far different than that of a top performer in that after assessing areas of improvement in that after the above analysis is completed, the next step in the turnaround process is to create confidence – which in an underperformer is severely lacking in most cases. The 3 techniques we share here are ways to improve the salespersons confidence to start them towards what could be either a turn around (hopefully) or a formalized performance improvement process (unfortunately). We also touch on other ways to create confidence in the subsequent posts. The 5 techniques at the head of this post simply refer to the free ebook giveaway on motivation, just fyi.

By: S Srinivas

S Srinivas — Fri, 14 May 2010 13:40:15 +0000

It\’s really true that many of the sales persons are in want of appreciation as most of the times this simple thing of patting is ignored by the sales managers or supervisors.

By: Jim Hughes

Jim Hughes — Thu, 13 May 2010 15:09:05 +0000

Not bad! I am very impressed with your marketing and web site. However, I am not that impressed with this content.

First, you make a big deal about “5 Super Easy Techniques,” and then you share only 3.

Then, from what I can tell, all three of them are pretty much the same thing.

If someone asked me, or if I was marketing the answer to your point of discussion I would list the following things.

1) Managing/coaching/developing an underperformer is not any different then managing a top performer in process.
2) The key in all situations is to jointly diagnose the strengths and key development areas. Obviously for the underperformer, the top 2 items may be much more of an impact on their performance then the top performer.
3) It’s up to the manager to help choose the areas of development that need change immediatly.
4) Coach and develop as always with positive feedback and developmental feedback. Remember the phrase-”Provide positive feedback and developmental feedback with equal dispatch!”
5) If you have done this and there is no improvement then start the warning and dismisal process. DON’T hang on to non performers too long. But it is up to you to determine if it is something that can be fixed by leartning and practicing, or if you try as hard as you can, and the fix does not appear to be anytime soon.
Good Selling!

One Man’s Opinion.