MAYBE IT'S THE PART ABOUT
“OUR SALES TEAM IS NOT GROWING REVENUE”
THAT'S HAS YOU FEELING STUCK!
Have you ever said to yourself…
“It's a crime more prospects don't know about how great our company is”
"Salespeople are not seeing enough prospects if we are to grow"
"We're not putting enough proposals in front of prospects"
"Why aren't we getting the contracts we need to meet our budget for this year?"
"We're behind in our numbers"
“I've already done everything I can do about sales training. And now I just wanna see it put to work for a change
“I know more consulting or coaching can't possibly be the answer – that’s just spending more money on the problem – what about the money I’ve already spent to get results?”
“I know it’s not more marketing or a new product promotion or a change in our pricing that's the answer. That's just going backward”
“I’m not sure I’ve hired the right team...again”
“I’m upset but I don’t dare show them. We talk about being behind in budget in every staff meeting, but still, nothing moves forward. For crying out loud, are they just lazy?
The Real Problem
It's getting tougher to get everyone on the team
to do all the things they said they would do, to contribute to growth.
And managing each individual individually to impact their behavior
is a lose-lose proposition. But you already knew that, right?
There’s a Much Better Way - a Way That Actually Works
The Promisez™ Accountability Scorecard® is a Promise-Based Management (PMB) online "machine" designed to alter the behavior and collective team performance to literally produce seemingly-impossible results.
The most important principle of PMB is to stop managing people, period. And, start managing their promises [promises to take a specific action].
Promisez™ makes that easy for every leader to do. We teach you how to do it and we support you all the way.
Being in the cloud makes it extraordinarily powerful and fast.
Promisez™ was in Beta for over a year to establish its effectiveness. It's designed to remove the invisible barrier inside your company that keeps your very best product or service from getting to more clients and to give you your most explosive, growth-year, ever...
The growth you've probably already been working toward for a while now.
Relax - you'll see. We got this.
Here's What You Need To Do
You Need to Scuttle Your Current Revenue Growth "Strategy" If...
Your team members aren't taking the actions they told you they would and you're watching your business is looking like it will take a lot longer to get to your goal than you have
You have off-on-their own, highly competitive, super-star salespeople (or person) in your company who leaves everyone else in the dust. (i.o.w. - no real team working together - just a collection of individuals doing their own thing and for their own benefit) and, still, the numbers aren't so great
You've thrown up your hands in frustration and you just aren't sure what more you can say or do to motivate your employees to get grow revenue
You feel like it's probaably NOT too much to ask your employees to come through, pick up the pace, and run the race with you - but it's just not happening
Your employees DO seem to think it IS asking too much to expect them to do more than they are and you know dang well you've gone above and beyond to make them happy working with you
Your employees are all over the place trying to figure out what to do next to bring in business - you're shaking your head in disbelief while the numbers drop
The energy to make something happen among your leadership is missing, and it's now impacting employee performance
You conduct staff meetings to pump up the team, review progress, determine what to do next, and try to create motivation. But, days- or even hours - later it's like you never even had the conversation
Your team members can't remember what they're supposed to do this week and nothing is moving and you don't understand it
And Here's The Big One: You get back together in your next staff meeting. You open the conversation to review what's happened since you last talked about accomplishing an important action item(s) . The one where everyone nodded their heads in agreement, "oh, yes, good idea, we need to do that right away". And now all you hear is, "oh man, we really needed to get that done" or, "Geez, sorry we forgot about that" or even, "We just didn't have enough time to get to it" and of course it isn't done, it needed to get done, and you thought it would absolutely get done by now based on everyone's agreement, and based on what your team said in the last meeting.
And, you're less than pleased.
What's the Best Way to Address These Issues? Well, the first step is to STOP using the threat of consequences (i.e. the implied termination threat) as a way to motivate employee performance. You already know it doesn't work very well and you rarely get what you really want.
And, firing employees because you can't get them to do what you want is a very expensive proposition. Finding new people and training them in your company is exorbitant. There's a much better more sound solution available...
Everything you want to know about Promise-based Management
to Take Your Company Further, Faster
Why it Works
by Dan Prosser
For literally decades I used Promise-Based Management with my own teams in my own businesses and with my client's teams - with extraordinary success.
Promise-Based Management isn't new. I founded and built two of my own companies starting in 1985 and 1995 delivering technology services and developing software, using PBM. Back then it was based on what I learned from 'Conversations for Action' - by Fernando Flores. But there's more...
In the Promise-Based Management 'strategy step' the team works together to design, and then commit to an accountability funnel - a series of actions that need to be taken for all members of the team to perform. The accountability outlines and stages the actions that need to be taken by salespeople (and others) to move opportunities from suspect - to prospect - to closed client.. Its not required for every team member to take the exact same actions as all the other team members. If it makes sense then each team member has their own accountability funnel and they too make promises to the rest of the team to perform the actions they promised to make in the funnel.
In this management model everyone on the team knows what everyone else on the team has committed to do and everyone knows who is pulling their weight. This eliminates hidden upsets that form when people know that others are not doing what's required, while they are. Through the scorecard it becomes evident. No hiding, no games, not sandbagging.
A request to take action and a promise to take action on that request are two interlinked conversations. Team members making promises to take action, and then measuring each team member's 'keeping of their promises to take specific action.
Each team member's promises are then measured in sales meetings on a scale of 0-100%. Those scores are aggregated by the sorecard and displayedin a week=kly runing score for thge entire team.
And heres the magic - when the entire team's score isn't making the grade - i.o.w. when individual salespeople arent doing what they promised, it impacts the overall team score and the scorecard displays that clearly to everyone on the team to see (the leader is also a team member). When the score isnt a match for the promises made the overall score comes in at less than 100%.
The individual's performance only becomes important when as a collective team measurement - any one individual who is not keepinig their promises is going to bring the team's overall score down.
The next step is to ask the team the question: "what's missinig?" Whats missing that if it wasnt missing the score would be 100%. The team then provides what they see as a team (collectively and collaboratively) miossing. And that creates the opportunity to shift any aspect of the strategy to open the door to 100% completion.
Two things to note about this successful process:
One. Any individual who is not completing their promises and is negatively impacting the overall score will experience 'team tension' for bringing in a non-supporting score and adding it to the overall team score. This does not go on very long when everyone knows what everyone else is doing. This is not peer pressure - it's the tension any great performance (as in an orchestra or a military movement) requires when everyone on the team is impportant to delivering the final outcome. It's at his point that the team can see where they can help the individual get up to speed where they may be struggliing, if thereis something that they need that members of the team can provide - like coaching or problem soving by the more experienced team members. This is also true when a new employee comes in - the team takes responsibility for the success of the onboardiing because if the employee does not perform - the whole team ios imp[acted.
The second thing to watch is that your P&L begins to reflect the results on the scorecard. It's important to leave the P&L out of the conversation-for-action. You can't actually manage a goal or a bottoom line or any elements of hte P&L for that matter. We can only manage actions - and we are measuring those not the goal or the resulting number. Reward is in the team score. Good team scores = good P&L performance.
In this Promise-based process, the team's (not the individual's) keeping of those promises to take those actions are the most important and effective conversations for building a strong Highly Accountable Revenue-Growth Producing business - faster.
It's fascinating to watch employees take on (with each other collectively) and become responsible and accountable for "their company's growth". When they participate in creating the path to the objective, and then make promises to follow that path and take actions along that path, they know exactly what is needed and they step up and deliver. Unequivocally and count-on-able.
The biggest shift happens when employee's perspective of their role in your company shifts out of their participation on an accountable team. Suddenly you find your team squarely on the playing field - not observing from the stands - focusing on what needs to happen on the field of play, which is the only thing that matters.
Contrary to traditional beliefs, when your conversations with team members are designed to focus on goals (or P&L progress against the goal) and not on the elements of the game (on the field), you end up micromanaging your employees – and I've never yet had a client who has told me they enjoy that role or even get great results from it. It just makes for a toxic workplace, employee resentment, negative conversations about the company, and worst of all it makes you feel anxious about what you think you have to do to manage people and get results. As a consequence, your goals end up being the weakest element in your drive to build a high-performance high-revenue-growth business.
Helping employees on your team to perform is a pervasive problem that more than 87% of companies struggle with - constantly.
Now you know why I titled my book: Thirteeners
For all of these reasons I created the Accelerated Revenue Growth Strategy Management System & I invented the only Accountability Scorecard® in existence - deployed online - in the cloud.
This system is intrinsically designed to put and keep alive the focus on the most important question in your game: “Has every employee who has been requested to take specific actions and who has accepted that request, kept their promise to take that action – by actually taking the correct action?” Then we look at the impact on "team performance". Finally, we look at what's missing, that if it wasn't missing, members of the team would have been able to keep their verbal and written commitments. We managing the promises for taking specific actions.
I will show you how to measure overall team performance collectively (instead of managing competitive individuals who go off and do their own thing, differently) and provide you and your team with game-changing feedback – it’s all online for every team member to see.
This creates a major cultural shift in behavior and a paradigm shift in staff and planning meetings. And, it will change your business outcomes. For the good, and for good.
There's a very solid reason we eliminate measuring individual employees on the team. Managing "individuals" create a transactional culture and it forces people to compete against each other and creates a less than "safe" work environment - we want team members to collaborate with each other in climbing the mountain as a team and make sure everyone helps everyone else make it to the top successfully.
I've discovered, in over 20 years of delivering this way of managing, the result is a healthy, safe workplace where teams work together, get measured together, and see their performance climb, together.
Of course, I've heard this all before - I know I know – managing accountability, as a principle or core competence, doesn't seem like alot of fun (as I think it is) or even easy as you ponder it – and you think: what good will it do anyway?
...but, it's surprisingly simple and immensely effective when everyone knows and understands the rules of the game and how to play it - on the field - rather than continuing to talk about it in the stands.
The key to your success is to have the right conversations with your team COLLECTIVELY. Not a different conversation with team members who are ahieving their quotas. and then another very different conversation with the mediocre or under-performers.
Promise-Based Management gives you the platform to have the style of management you will immediately love because it makes everyone who wants to be a team player; get on your team, get in your game, be accountable and relevant, and ultimately feel valued (not to mention successful and producing revenue growth!)
Isn't that what you have been striving for?
With Promise-Based Management, we simply stop thinking it's our job to manage people. What's there to manage? Telling people what they need to do and then getting on their case when it isn't being done the way you think it should be done, or want it to be done, is not managing. So take my advice - STOP MANAGING EMPLOYEES and START MANAGING PROMISES. Promises to take action, followed by the action, are the source of all significant outcomes. But first theris the requs for action and hte promise to take action.
For a business owner, when your team becomes self-managing, the whole world seems to start working better. Like it did for me! Sleep gets a lot easier at night when you know they get it and they are accountable for getting it done - and you don't have to worry. And the results are bigger than you ever thought possible.
Now you have the tools to make that happen for you and your team.