Coaching to Increase Sales
Underperforming agents often need a prod to get them going. This month’s Manager’s Memo explores several methods of jump starting your sales force and explains how to handle underachievers.
By Janet Herder, June 2001
Poor sales performance crop up in nearly all organizations, and all too often they're tolerated and permitted to continue in their jobs. This can be a costly error in policy.
If you rank your sales force based on top performers to bottom performers, you'll find that the bottom staff are responsible for less than six percent of sales. Poor performers can't get better unless they learn by doing. Give poor performers the opportunity to grow their own skills. If you see they are not doing the right thing, then you must decide if it is a skill problem or an attitude problem.
