I recently traveled to Hartford to speak at a client event and was eating dinner alone the night before. I didn’t sit at the bar like I usually do because I was afraid some people at the event may recognize me. I didn’t want them to think the keynote speaker was getting hammered the night before the event. Since I was by myself, I was seated at one of those two-seater tables that are positioned closer to each other than compact car parking spots. As uncomfortable as these tables can be, I’m very glad that I was sitting so close to the table to my right because the conversation being held there gave me the idea of this post.
The two men sitting next to me were a salesperson and a sales manager. They seemed to work for a large professional services company that sold auditing, consulting, and IT services to large enterprise accounts. I know this level of detail because I’m nosy and listened to their whole conversation… and because they were seated 16 inches from me!
After ordering drinks, the manager said: “Ok, let’s pick up where we ended.” This is the first time I knew that he was the boss. Apparently, he was spending a few days with the salesperson and providing formal feedback. He was running through a list of items like preparation, empathy, customer engagement, etc. He was very good – and as you may guess, I’m very critical on these types of things. He was candid but caring, offered examples, and let the salesperson know all the positive attributes he displayed. However, that’s not what impressed me. That’s not why I’m writing this post. The comment he made after the formal review almost made me laugh out loud and represents a lesson that every sales manager should embrace.
After running through the formal review, he put away his tablet and said: “I don’t know where to put this in the report, so I’ll just tell you this … You need to wear your seatbelt. Whether you’re the passenger or driver, you never wear your seatbelt. Do you know the probability of being involved in an accident at least once in your lifetime? Do you know the statistics of those that wear seatbelts vs. those that don’t? You’re in the field a lot … wear your seatbelt.”
The salesperson had no idea what to say. His response was: “I didn’t even notice.” To which the manager replied: “Yes, you do. Don’t give me that excuse. I’m serious. I care about you … wear your seatbelt.”
If there is a career in which the professional feels like they’re only worthwhile because of their performance, it’s sales. Besides professional athletes, I can’t think of another profession that measures performance more frequently. Salespeople tend to feel like a superficial tool in the profit toolbox. On good months, they’re loved. On bad months, they’re ignored. If you want to make an impact on your salespeople, which will help you gain more profit, then show that you care about them. And you can do this during your performance reviews.
I don’t mean to make sure they wear their seatbelts. Ask them what’s important to them in the next 12 months. Maybe they want to lose 20 pounds or spend more time with their kids. Whatever it is, measure them on their personal desire as strongly as you measure them on their sales. If you want commitment and engagement, then show that you care about them enough to include their personal needs in their professional review.
