Recently we did an informal survey with some client sales managers asking them to tell us about those things from last year for which they wished they could have a “do over.”
Not surprisingly, the responses included a very broad variety of things they’d dearly love to do over. But 100% of the responses had a single characteristic in common—these sales managers told us they waited too long to make a tough decision. By the time they did, it seemed really obvious, not only to them but also to a lot of others in the organization who had been scratching their heads over the non-action for quite a while.
Managers are Optimistic But are Often Without a Process of Evaluation
That got me thinking about what causes this procrastination and how to prevent it. Part of it is the built-in optimism and the warm interpersonal relationships that we know characterize the best sales managers. But most of the blame goes to not having a clear process of evaluation. A clear process means the manager has:
- Established the criteria by which success will be measured
- Determined the intervals at which those criteria will be noted and evaluated