Q: Darryl, what do you make of the following situation? My salesperson failed to execute in an important account and we ended up with egg on our faces with the supplier. I was very clear in laying out what was expected and I even prepared a handout and mentioned the supplier visit (and the related to-do items) in a sales meeting. I don’t understand why simple instructions (like making sure a store has a display, proper signage and adequate cooler representation) are so hard to follow.
Am I doing something wrong?
A: Well, that depends on exactly what you did to give your sales professional the best chance to meet your expectations. Before we go any further, let me first say that I understand how frustrating it can be having to pressure (motivate) people to follow simple instructions. Reminds me of raising my boys and how hard it can be getting them to do - what they know they need to do. (I wonder if any of them made their beds today!)
I like your question because it indicates that you’re willing to examine your own actions. Too many managers look the other way. Let’s face it! It’s much easier to say, "I’ve discovered the problem and it’s you!" than to accept personal accountability. Including yourself in the accountability equation is a strong leadership move on your part and will pay great dividends in the future.
Here’s what I see from what you’ve shared.
As you probably know, the first step is to set clear expectations. From your note, it sounds like you did but I have one question for you. Do you know if your sales professional read the handout or was paying attention during the sales meeting? One of the biggest mistakes managers make in conveying expectations is to assume that 1) they are being heard and 2) that the intended target of their words is noting what is being said. It’s not the same thing. Hearing you is good but making a note with an attached action step is much better altogether.
So what we have here is a basketful of assumptions. For the best possible execution, don’t assume that your people will fill in the blanks. Don’t assume that because they’ve executed in the past, that they’re going to follow-thru this time. Don’t assume that you were clear enough because you may not have been.
The second step is to offer support. Doesn’t seem like there is much opportunity for that here but if you could have provided merchandising (or related) help, I hope you did so.
The third step would have prevented you from getting egg on your face. Did you check for understanding? In other words, did you insure that your sales professional read the handout or was paying attention the numerous times the expectation was mentioned?
You’re probably thinking – isn’t this simple execution what we pay people to do? Why should I have to do this? It’s a good question, and one upon which many management books are written. The answer is because you have to. Yes, my answer is lame but that’s just the way it works. When you have a key expectation, one for which there will be severe repercussions is the team fails, then it makes all the sense in the world to check that your professional understands the game plan.
That he or she understands what to do and is committed to doing it.
In your team meeting, in as positive a tone as possible, go around the table to gauge everyone’s grasp of the key expectation. Say, "Tom, are we on the same page with the XYZ account? Great! What is your next action step?" Wrap it up by saying, "Are there any reasons for me to expect that this task won’t be accomplished?" Have your sales professionals respond verbally much like passengers in the emergency row of an airplane are asked to actually say yes.
The key is to ferret out all the excuses ahead of time so there is no chance that things could go awry.
So – you didn’t do anything wrong, per se, but next time be more specific and check for understanding. You’ll be glad you did and so will the supplier because…
…that’s just the way it works.