A.M.P. PROGRAM

ACCOUNTABILITY

Many sales managers do not enjoy this component of sales management which is understandable.  It can be difficult, argumentative or confrontational.  But strong sales teams are made through this refinement process.

Salespeople have a tendency to be noncompliant which makes holding them accountable all the more important.  A key point here is that you do not have to be highly skilled at this task, you simply have to do it.

Excuse making must be eliminated.

Excuses are subtle but destructive within a sales department.  They provide cover for under performing salespeople.  They spread like a disease to other salespeople if the excuses are not dealt with effectively.  The first byproduct of accountability is the elimination of excuses.

 Steps to Accountability for the Salesperson

• End Ambiguity – the salesperson must know what is expected of him or her.  Set the parameters with clear metrics.
• Define Responsibility – once the parameters are defined, you must then assign the responsibility to each individual salesperson.
• Empower Authority – the salespeople must have the operational authority needed to reach their goals and maintain their responsibilities.

 Steps to Accountability for the Sales Manager

• Scheduled Check – you must have a preset meeting or phone call to discuss the salesperson’s progress.  Schedule this meeting to occur at the same interval so that the salespeople can schedule around it.  Yes, it is that important.
• End Excuse Making – salespeople will try to use any form of excuse possible no matter how small.  Each excuse must be dismantled and dismissed by you. The salesperson's assignment is to reconnect with the prospect and requalify the missing information.
  
• Monitor and Measurable – the metrics by which the salesperson will be held accountable must be clearly measurable.  You need to monitor their progress at preset intervals – no end-of-the-quarter surprises due to a lack of monitoring.