When your success as a leader depends on the success of the next sales manager you hire, you had better find a way to set meaningful performance guidelines and measure execution early and often.
If you have hired poorly, you need to know before too much time is lost and, if you have made a hiring mistake, you need evidence to support your decision to let the new sales manager go in a way that makes sense for your unique organizational culture.
- Identify What Constitutes Success and Failure
From the beginning, you and your new sales manager must agree on what both success and failure looks like. What targets do you expect them to hit and at what level of performance will there be a problem.
- Make a list of what activities you expect of your new hire.
You are not looking for mere busy-ness; the activities should produce results and serve as early indicators of success. An example would be your expectation that the new manager meet with each team member one-on-one every week. Or you may feel that your sales manager should review the top five deals on a weekly basis. Read up on value selling training to find best practice guidelines that apply to your business.
- Then hold your new hire accountable.
Is your manager fulfilling the performance contract you designed for success? If not, because you incorporated behavioral accountabilities into the onboarding process, you have clear reasons to let your non-performer go and begin the search again without delay.
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