I don’t know too many Sales Managers that relish the opportunity to conduct performance reviews with their Reps. In fact, come to think about it, I don’t know too many Sales Managers that actually conduct performance reviews with their Reps. Unless you count the token compliance that a few accommodate through a "half-hearted, fill out the form to get HR off my back" approach that some Managers confess to employing. That’s too bad, because all parties involved are missing out on valuable conversations that can contribute to the growth of the business, the strengthening of the sales bench and the development of sales superstars.

The great arbiter of performance in sales has traditionally been performance versus quota.  And while this is important, it offers a narrow view into a salesperson’s effectiveness and professional development.  One Manager described to me his perspective that, "If a Rep is making his numbers, he can come into my office, put his feet on my desk and tell me very bluntly what’s on his mind.  If he’s off quota, I better not see him in my office."  While I admire the fact that the rules are clear in this situation, I submit that there’s more to it than just quota performance.

While numbers are essential, the deliberate development of sales talent is a core responsibility of the sales manager.  The performance review process offers a great opportunity talk beyond the numbers.


The Performance Discussion Agenda Beyond Raw Quota Achievement

–Quality and Consistency of the Numbers—looks at where the numbers are coming from and whether they are the outcome of the application of a methodical process by the Rep. Is performance consistent, does it come from singles and doubles or from swinging for the fence on large deals?  While big hits are great and may reflect the nature of your business, it is important to understand a Rep’s style and comfort area.

-Conformance with the Sales Process Model—Assuming you are operating with a clear and widely understood process model (and you should be!), how well does the Rep adhere to and leverage the model? Most processes spell out rules of engagement with other teams (sales engineers, product management etc.), and if followed properly, a Rep can benefit considerably from bring the right people into the selling situation at the right time.  If the Rep tends to deviate from the process model, there may be a good reason.  Ask questions and leverage the discussion for insights to improve the process.

-Performance Against Key Activity Measures—While I am not an advocate of onerous (key word!) activity evaluation and reporting for Reps, all selling processes have certain activities (demos, calls, POCs) that if executed with frequency and quality, lead to deals closing.  Additionally, measuring certain key activities can help ensure that Reps focus in areas important to your business.  A classic case is the organization that has historically generated most of its business from repeat customers and is seeking to also increase the number of new customers.  Remember the old adage, you get what you measure.

-Your Observations from Coaching Calls—Another assumption is that you regularly join your Reps on calls for purposes of observing and then coaching.  This powerful activity is overlooked by too many Sales Managers, and should be a recurring item on your calendar.  While the best coaching occurs after the call, the performance review is an outstanding time to discuss overall progress against prior observations and action plans.

-Quality of Internal Interactions and Support of Values—It is common for great quota performance to serve as a means of rationalizing the conduct of a Rep that includes running roughshod over other associates and functions or ignoring core organizational and sales values.  Just as in providing coaching feedback, the best time to call the Rep on the carpet about this type of behavior is as close to the actual behavior as possible.  The performance review offers a great opportunity to reinforce the right behaviors.

-Next Steps Career Planning and Professional Development—Support for career planning is often weak in the sales organization, as the preoccupation of everyone is on the needed numbers and on closing deals.  In the absence of other occasions, the performance review process provides a ready-made opportunity to talk about a Rep’s career objectives and to identify necessary development activities and training or special assignments that support those objectives. These discussions afford the Sales Manager with an opportunity to engage in early identification of future managers as part of avoiding the classic trap of promoting your best individual performers into managerial roles that may be far a field from their true skill sets.

The bottom-line:

It’s time to start talking with your front-line associates about more than their numbers.  As a Sales Manager, you want to keep fueling great performers, find the next generation of stars and be on the lookout for your future leaders/managers.  The numbers are important, but they offer a narrow view of an individual’s capabilities and potential. Embrace the performance review process.  You will be happy that you did.