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The highest performing sales leaders know how and when to
apply the right amount of performance pressure.
Sales
leaders are expected to get the most from their sales teams in terms of
revenue, margin, win rate, cycle time, portfolio mix, client satisfaction,
and client retention.
Sales Leaders Want More from their Teams
To
achieve results, most leaders report wanting and needing more from their
teams to reach their targets. This is no easy task. Sales leaders also
report struggling mightily with how far and how hard to push their
teams to meet ever-increasing expectations.
On
one hand, sales leaders want to reach for the stars and exceed expectations.
On the other hand, they do not want to push too hard or too fast and risk
losing people, respect, or clients. Their concern is valid.
The Definition of Performance Pressure
We
define performance pressure as how much your sales force feels the need to
improve performance. Sales performance pressure increases when you ask for
more and when you have high consequences for success or failure. Conversely,
sales performance pressure decreases when you ask for less (or are unclear
about what you are asking) and when you have minimal consequences for success
or failure.
How to Strike the Right Balance
So
how do sales leaders strike the right balance when they want and need more?
Like the story of Goldilocks and the Three Bears, some sales performance
pressure is too much, some is too little, and some is "just right."
It depends on your specific sales objectives and situation.
Regardless
of the amount of sales pressure you put on your team, the right amount of
performance pressure is a necessary component to getting the most out of your
sales force. Unfortunately, too many sales leaders try to create urgency when
they believe their team is not pushing hard enough without understanding what
it takes to set them up for success. Pushing your team too hard can result in
burnout, disengagement, under-performance, and attrition.
Smart
sales leaders know that performance pressure must be carefully monitored and
balanced by other factors. If you create too much or too little performance
pressure, it will not matter if you have the "right sales people"
or a "great sales strategy" or a "strong desire to grow."
You will most likely not get the results you want.
To
understand the right balance of performance pressure for your sales force,
pay careful attention to three areas before you try to increase levels of
urgency and performance.
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