"Sylvia, I'm burning out," Dave says. "It's these meetings. I just can't get people motivated. Maybe you can do me a favor and come in and light a fire under them. I just can't seem to get it done anymore."
"Give me one of the reasons your people don't produce," Sylvia replies.
"Well," Dave says, "we've set these annual goals–even met with these people individually to review them–and these jokers tell me they're just too busy keeping up with renewals and requoting in the soft market to write new business."
"So, it sounds like they're telling you they don't have time and circumstances are getting in the way, right?"
"Yeah, Sylvia, nice job of parroting back to me what I just said," a frustrated and sarcastic Dave answers.
"Look, Dave, I hear you," Sylvia says. "We've had the same challenges in the past, but I think I've come across something that's helped. Do you really buy this idea that circumstances make it impossible to meet your goals?"
"Not at all. We have people in the office who excel at everything they do!"
"There are a number of things you can do to help the producers who aren't performing," Sylvia says. "Do you want to know what really works?"
"Of course," says Dave.
"OK, but you have a responsibility to make changes as well. Are you up for that?"
"Absolutely."
"When I first used this approach it was uncomfortable for me too, but I stuck to the process and it's really working for us now," Sylvia begins. "First, just telling people what to do doesn't get it done. For years, we said we wanted producers to 'buy in' to our sales approach but then did little more than dictate to our people what we wanted them to do, or give them deadlines, or little 'annual goal-setting' forms to complete. But no one likes to be told what to do. We all want to feel that we're involved in making something really great happen.
"There's a saying," she continues: "'When you have agreement, you have accountability.' Agreement gets you closer to the person and to the objective."
"Sounds like a lot of rah-rah to me," Dave says.
"So it does," Sylvia replies. "Until you try it, and find out it works."
"OK, big shot, try it on me, then. How does this work in the real world?"
"Well, how about this: Say you have a producer who keeps falling short, and you have the same conversation over and over, and nothing different ever happens," Sylvia says.
"I've got those all day long."
"So, how about this approach: 'Greg, we've talked about your goals several times, but we don't seem to get anywhere. Do you agree?' (Then wait for him to answer.) 'I want to create a new way of making this work; something that will work for both of us. Does that sound more productive than my calling you in all the time and both of us leaving frustrated?' (Wait for him to answer.) 'Instead, why don't you tell me what you think you can do for the next 30 days in line with your 2007 goals?' (Ask for specific timelines. 'What will be done and by when? ' Then wait.) 'What are the circumstances you anticipate that might get in your way?' (Wait.) 'What will you do when those things come up?' (Wait.)"
Sylvia continues, "Now, why do you think I'm telling you to wait for an answer every time you ask a question?"
Dave replies, "Because we preach that good communication comes with asking a question and then listening for the answer. And I suppose their answers give me information I can use to help support them, instead of constantly feeling like I'm chasing them down."
"Yes, exactly!"
But Dave's skepticism quickly returns. "What if Greg doesn't do the things he says he's going to do–which he won't? What then, superstar?"
Sylvia's been here before; resistance is always to be expected. "Well, you have to find out what got in the way–or what he thinks got in the way–and have an open conversation about the whys, and not just over what did or didn't get done," she says. "It's not an interrogation. You're taking a different approach now. Your producers need to believe that you're on their side, that you'll help them break through. A lot of times, they'll test you to find out if you care enough as a manager to support them through the tough stuff.
"Dave, you and I have been there. Remember what it was like to have that broom-riding sales manager back in the day? All we wanted was the true mentoring–real-world solutions when things got tough, not to be told of another book to read, or to just go out and 'sell, sell, sell.'"
"Seems like this takes a lot of time."
"Of course it does. If it were easy, everyone would have all-star producers. Look, you're used to simply reacting when people don't meet your expectations. But if you stick with it and show you care about them as people and not just as numbers producers, things will get better. How long have you been going at it your current way?"
"A long time; you know that."
"If you keep doing this another year, where will you be?"
"Probably the same place."
"Right. But if you can manage producers by having this honest, two-way conversation about what's really going on, a year from now you'll be in a much different place.
"Let's be clear," Sylvia goes on. "This doesn't mean you're getting off the results. You're still about tangible results. It's just that the conversations will be different. They'll be geared to each producer's individual needs, wants, goals and ability to meet the agency's expectations. You know the reasons some producers are giving you for not producing are bogus, since others are producing. You're just going to attack the reasons from a different angle. Do you get it yet?"
"Yeah, I think so. "
"Good! So by when will you meet with each of your producers? This is how things move from discussion into action. I live it, too, you know!"
"How about by Friday at five?"
"OK, so by when will you call me to let me know how it went?"
"How about noon Monday?"
Selling is always about the bottom line, but there are many ways to get there. Managing by constantly whip-cracking isn't managing–and it's certainly not motivation, unless the idea is to motivate your producers to look for another job. Engaging your people as fellow sales professionals, and not as soldiers needing orders, is the key to meeting sales goals.
Brandie Jensen is the founder of P.A.C.E. Inc., a business coaching and training organization. She is a faculty member for The National Alliance, teaching at Ruble Seminars and Dynamics of Selling programs. Ms. Jensen is also a consultant for Insurance Marketing and Management Services. She can be reached at brandie@settingthepace.biz. For more information on The National Alliance, call (800) 633-2165 or visit www.TheNationalAlliance.com.

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Strictly Sales: To manage producers, show you're on their side

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