Performance Management Begins With Searching Within The Mirror


Performance management is really a hot issue. Sales leaders and business managers constantly strive to obtain the greatest amounts of performance using their people and teams. We coach, provide tools and systems, create processes, measure and reward. Many of these are essential, however i think we have a tendency to overlook another essential factor-our very own performance. To maximise performance within the organization we must start looking at ourselves and just how we perform.

The private example everyone sets like a leader is really a beginning point. It we predict our individuals to make use of the CRM system or our sales process, yet we do not utilize it ourselves, why must our sales agents rely on them? When we expect our sales agents to organize and get ready for sales calls, yet we complement and shoot in the lip, what behaviors would we predict? When we ask our people for reports (say call reports), yet we never read them, what sort of message will we send to the people.

However it does not stop using the personal example we set. It is going much much deeper. It is going to accountability. We hold our people responsible for producing results. Yes, everything rolls as much as us, so somewhat we share accountability. But because managers we’re responsible for our people’s success. What exactly are we doing to assist our people be effective? Shall we be coaching them, developing them once we should, shall we be addressing performance issues? Shall we be fighting on their behalf-obtaining the sources they require, promoting them inside the organization, protecting them in the organization.

Will we have confidence in them? Exactly what do we all do, every single day, to earn their trust.

Will we discuss “them” once they don’t satisfy the goals, then claiming their success to live in. Will we constantly recognize them and therefore are we happy with their success, publicizing it towards the organization. When there’s failing to we share the duty or begin to play the culprit game.

Our our behaviors and values aligned using the expectations we have about our people and gratifaction? When we expect working together, shall we be team players-not only with this people, however with others within the organization? When we expect integrity, will we meet our commitments, is our very own behavior above reproach?

Performance management isn’t about getting “them” to do in the greatest levels. It comes down to analyzing ourselves, ensuring we’re performing in the greatest possible level. That everything we predict is aligned with this personal behaviors and gratifaction.