Performance

Mike Montague interviews Karen Meracle on How to Succeed at Performance Planning.

Here’s a big question for sales leaders: How do you transfer the level of success that one team in your organization is delivering…so that everyone else on the sales side can find a way to deliver at the same level?

Mike Montague interviews Alison Escalante on How to Succeed Under Pressure.

Mike Montague interviews Ruth Gotian on How to Succeed at High Achievement.

Sales leaders: If you could only track one performance metric to evaluate the performance of a member of your sales team, which one would you choose?

What kind of revenue growth do you want to see between now and the end of your fiscal year—or whatever date is most relevant in your world? What kind of figure should you be shooting for? And how can you be certain that target is both aggressive and realistic?

This year, to celebrate the 10th anniversary of the book, Dave will revisit each of the original 49 Sandler Rules and give updated takes on their relevance to salespeople and sales leaders.

Have you ever wondered why a once-promising new hire is performing far below your initial expectations? From one perspective, what’s happening here is pretty simple: the person you hired is not the person you interviewed. The dynamic at work in an interview situation is similar to the dynamic at work on a first date./blog/how-succeed-onboarding-new-hires-podcast

This bonus episode is brought to you by the Sandler Annual Sales and Leadership Summit in Orlando, FL March 20th-22nd. To join our trainers from around the world and about a thousand of your high-performing colleagues, go here for more information. Tickets are limited.

Listen Time: 18 Minutes

Learn how to improve your attitude, behavior, and technique to improve your personal performance. Anneli Thomspon from England talks about how to maximize your personal efforts in whatever you are trying to accomplish this year.

Traditionally performance evaluations (or reviews) are a “check the box” exercise designed to appease HR. These evaluations typically come down to a “good kid” (you made your number / performed to expectations) or “bad kid” (you didn’t make your number) comment from a manager. 

As a manager of people, you know and understand the challenge of the "new" workplace. The reality of four generations working side by side is fraught with obstacles that threaten to derail productivity and hinder progress. Before you pop another antacid and check again to see if it's time to cut a trail home, take heart in knowing there are ways to be an effective manager in a workplace made up of the Silent generation, Boomers, X'ers, and Millennials. The first step is acknowledging each generation has its own preferences, expectations, and strengths.

Here's a quick acid test of your hiring-to-turnover ratio. How often are one of these phrases heard in your company? - I'm not a micro-manager. - I hired them to... - They know what they're supposed to do... If our business world was homogenous then those phrases would be correct because every sales job would be exactly like every other sales job. Every expense filing procedure would be exactly the same at every company and every role would have exactly the same weekly behavior expectations

As a manager, your most valuable asset is your time. In Part 1 of "An Alternative to Traditional Performance Management" you learned how to get time back in your week by implementing a 3-part performance management system: funnel management, a weekly behavior plan (a.k.a., "cookbook") and a personalized development plan. In Part 2, you'll learn a system for reducing your time spent on, and your team's anxiety about, their performance review

Like a coach in pro sports, your primary function as a manager is to improve the performance of your team. Unfortunately, traditional approaches to performance management may have initial success, but are difficult to sustain. When distilled out of their packaging traditional performance management looks like