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Will You Add? - The Power of the Contract in Performance Management
I flew Business Class on one of the world’s largest airlines and found myself in a chair padded for pleasure.This up-to-date seating boasts an impressive list of features: reclining back with adjustable lumbar support, extended leg rest, electronic ‘rolling massage’, adjustable headrest with padded wings, two reading lights, a power point for laptop computers, a telephone, Internet connection, special built-in pouch for personal effects, large video screen with 14 movie selections, 19 audio channels, and noise-canceling headphones.I was so impressed, I decided to write some positive feedback for the airline on the spot. I asked the friendly cabin
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by
Global supply chain management has emerged as a major topic in the age of globalization and now it is sitting at the heart of the whole system. But you might be asking yourself, so what exactly is supply chain management and how can it affect my company?Let’s understand what it is first.From the production house the product starts it journey and travels through to the supplier, distributor, retailer and ends at the hands of the consumer. This whole journey is a well managed mechanism and controlled by supply chain management. When it goes global and the journey of the product covers multiple countries, then it is called global supply chain man
So, how does contracting work?
Contracting should start right at the beginning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by
Ten Questions For Entrepreneurs To Ask Themselves1.Do I have the persistence and patience necessary to be a business owner? It would be nice if once you wrote your business plan all you needed to do would be to execute flawlessly and everything would fall into place. Maybe it happens to a few businesses but usually in some part of the plan you get different results than you expected. It takes patience to wait for the result in the first place. It takes persistence to keep updating your plan and then trying something else until you find how to make it work.2.Does this business idea really energize me? Am I really excited about it?inning of a manager: salesperson relationship. The manager should meet with the salesperson and each person should have aims in respect to the meeting which are along the following lines:
For the Manager:
• To ensure that the salesperson feels welcomed and part of the team.
• To ensure that the salesperson understands their role and responsibilities.
• To ensure that the salesperson knows what the team/company rules and regulations are.
• To ensure that the salesperson knows what their sales and activity targets are and how they are going to be measured.
• To outline the manager’s expectations of the salesperson in terms of behaviour, attendance, personal qualities etc.
• To explain what management style the manager has and what motivates the manager and de-motivates them.
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by
Being a form tutor (homeroom teacher) is on of the most challenging and rewarding responsibilities a teacher will undertake in their career.Almost all teachers, at some stage, will be a form tutor. The time a teacher spends with their forms or tutor groups are a vital part of secondary education. Many teachers welcome the opportunity to get to know a group of students well and play an integral part in their education, while others can view form tutor duties as an intrusion on their main role as a subject teacher.It is important to realise that being a form tutor is not a just an ‘add-on’ responsibility; it plays an integral part in school life a
• To understand what motivates and de-motivates the salesperson
• To begin to understand the salesperson’s personality styles and preferences.
• To agree what support the manager is going to provide in relation to the salesperson’s progress and development.
• To agree a communication process.
For the Salesperson:
• To fully understand how the manager likes to operate.
• To understand exactly what the role requirements are in terms of responsibilities, objectives and measures.
• To understand any administration procedures such as e-mail, expenses etc.
• To know a bit more about the team and culture.
• To understand any team rules, responsibilities and meetings dates.
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by
Numerous surveys have proved that job satisfaction for the majority of people is not related to the size of their pay packet, the number of days annual leave or the perks of the job. Job satisfaction for most of us comes from being respected by our employers and doing meaningful work, with the opportunity to gain new skills and to think for ourselves. Of course, money and benefits are important and do tend to rank in the top 15 on the list of factors which add to our sense of satisfaction in the workplace, but they aren’t up there in the top ten.How can you increase your feeling of fulfillment at work? Let’s look at the subject of respect. Working for
• To address any hopes and fears that they may have.
• To understand how best the manager is going to support the salesperson.
• What does the salesperson do if they need help?
In reality, how many of these aims are actually realised in a first meeting? Chances are that the meeting will be very “one way” with the manager doing a lot of talking and outlining what is expected of the salesperson both in terms of the company regulations and the salesperson’s activity and sales targets. If the manager’s approach is very “one way” then they are missing a tremendous opportunity to get to understand the salesperson’s personality, not to mention their strengths and development areas. The chances are also high that the salesperson will sit back and listen as opposed to being pro-active and outlining exactly what they need to know and whatever else is going on in their head!
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by
There are different ways of making money and a lot are cashing in on the Internet. Instead of putting up a website, a faster way of doing it is known as pay per sale affiliate program. This is done by having a tie up with one of the major suppliers that will supply the entrepreneur with everything and then after reaching a certain quota, gets to receive a percentage of the commissions.The first step is to sign up with one of the online distributors. After filling up the form, the person will be given an ID. The ones who are a selling the products will then know that a certain member has joined and is willing to help promote and sell certain items. Is it
Our culture is still very based on the hierarchy where a manager tells the salesperson what to do. As a result there is always the danger of not getting the best out of the salesperson by taking this approach. Simply by employing more questions and listening to the answers will reveal not only more about the salesperson in terms of their capabilities and understanding, but will also start to make the salesperson feel valued and as a result, trust and respect will start to build between the salesperson and manager. This is the basis for a productive relationship.
By taking more time in the initial meeting and by employing questioning and listening techniques the manager can establish quick rapport and also start to understand exactly what makes the salesperson “tick”. In other words, they will learn what “buttons to press” in order to ensure constant motivation in their salespeople. Too many managers still do not know, even after working with some of their salespeople for some time, specifically what motivates and de-motivates each individual. Many managers will claim they know, but when you ask them to outline what each of their salespersons’ primary intangible needs are, you almost inevitably get the “silent stare”!
Contracting is a vital skill and one which needs to be “two way” ensuring that both manager and salesperson get the opportunity to talk and to understand each other. It is not just about outlining roles, responsibilities, rules, objectives and measures; it is about listening, understanding, and building rapport, trust and respect. The meeting needs time and depth. A quick telephone call is totally inadequate – it must be face to face.
Too many managers do not spend enough time with their salespeople in the initial stages of the relationship and even when they do spend time it can tend to be very much “one way”. The manager then runs the risk of not ensuring understanding, stifling opinion, creativity and innovation together with potentially causing frustration and subsequent de-motivation. This is inadequate performance management.
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