What criteria should sales objectives meet?
24 December 2008
Read by 1808 persons
First, the overall objective must be defined: where do we want to go? In the company's sales context, objectives must be in line with the sales strategy. Consistency between "company" objectives and "salespeople" objectives is essential: achieving salespeople's objectives must make it possible to achieve the company's objectives. Objectives will therefore need to be prioritized, according to the overall stake.
Next, it is not a matter of setting objectives for the satisfaction of duty accomplished. These objectives must be part of a communication and involvement process between management and employees.
Defining objectives should make it possible to:
- Take responsibility: these are my objectives, I must achieve them
- Adhere to the company's approach: I thus participate in the smooth running of the company
- Position oneself in the organization: in view of my objectives, I better understand my place in the structure
- Make the link between one's own objectives and those of the company: I understand my usefulness and that of my work
- Recognize professionalism: if my manager entrusts me with these objectives, it is because he considers me competent to achieve them
- Reassure: this credit granted to me strengthens my self-confidence
Of course, let's not fall into naive optimism! It's not simply because you have set objectives for your employees that everything will go well in the best of all possible worlds. However, undeniably, defining objectives considerably helps to improve understanding, communication and a more global vision encouraging more trust and therefore involvement.
And to achieve this, objectives must possess a number of qualities.
A good objective must be:
- Realistic: neither too easy to achieve, nor excessive (knowledge of one's market is essential, because unrealistic objectives lead to frustration)
- Specific: adapted to each individual (a salesperson operating in the Hauts-de-Seine will not have the same objectives as one in the Creuse – without value judgment editor's note)
- Measurable or observable: for all positions, there are either measurement elements or observation possibilities (for example, shortening customer payment deadlines for an accountant or claim resolutions for an after-sales service). In all cases, the references must be impartial and known to all
- Verifiable: achieving the objective must correspond to a tangible reality. This is a security for everyone
- Defined in time: with a precise deadline
- Empowering: it is a mutual commitment to accomplish
- Rewarding: achieving an objective must lead to a better morale or...... other
Finally, it is always preferable that objectives are negotiated and not imposed. If this is not possible (the reason must be compelling and serious and not just to protect the manager's comfort...), it is then necessary to emphasize the reason for the objective and involve the employee in negotiating the how: deadlines, means, assessment criteria, etc.
A final piece of advice, once your objectives are set, stick to them! Do not change them "along the way" (except in the event of a truly major event), they are a very significant element of management credibility. Changing them without good reason can therefore create a negative image, or even worry about the service or company's management skills.
In conclusion, setting objectives is not necessarily simple, often delicate, very often decisive, always engaging, never neutral. This is why this "strong" management act requires work, market knowledge, human resources and the company's capabilities: the primary quality of an objective is to be "objective".
Posted on December 24
netpme.fr
Next, it is not a matter of setting objectives for the satisfaction of duty accomplished. These objectives must be part of a communication and involvement process between management and employees.
Defining objectives should make it possible to:
- Take responsibility: these are my objectives, I must achieve them
- Adhere to the company's approach: I thus participate in the smooth running of the company
- Position oneself in the organization: in view of my objectives, I better understand my place in the structure
- Make the link between one's own objectives and those of the company: I understand my usefulness and that of my work
- Recognize professionalism: if my manager entrusts me with these objectives, it is because he considers me competent to achieve them
- Reassure: this credit granted to me strengthens my self-confidence
Of course, let's not fall into naive optimism! It's not simply because you have set objectives for your employees that everything will go well in the best of all possible worlds. However, undeniably, defining objectives considerably helps to improve understanding, communication and a more global vision encouraging more trust and therefore involvement.
And to achieve this, objectives must possess a number of qualities.
A good objective must be:
- Realistic: neither too easy to achieve, nor excessive (knowledge of one's market is essential, because unrealistic objectives lead to frustration)
- Specific: adapted to each individual (a salesperson operating in the Hauts-de-Seine will not have the same objectives as one in the Creuse – without value judgment editor's note)
- Measurable or observable: for all positions, there are either measurement elements or observation possibilities (for example, shortening customer payment deadlines for an accountant or claim resolutions for an after-sales service). In all cases, the references must be impartial and known to all
- Verifiable: achieving the objective must correspond to a tangible reality. This is a security for everyone
- Defined in time: with a precise deadline
- Empowering: it is a mutual commitment to accomplish
- Rewarding: achieving an objective must lead to a better morale or...... other
Finally, it is always preferable that objectives are negotiated and not imposed. If this is not possible (the reason must be compelling and serious and not just to protect the manager's comfort...), it is then necessary to emphasize the reason for the objective and involve the employee in negotiating the how: deadlines, means, assessment criteria, etc.
A final piece of advice, once your objectives are set, stick to them! Do not change them "along the way" (except in the event of a truly major event), they are a very significant element of management credibility. Changing them without good reason can therefore create a negative image, or even worry about the service or company's management skills.
In conclusion, setting objectives is not necessarily simple, often delicate, very often decisive, always engaging, never neutral. This is why this "strong" management act requires work, market knowledge, human resources and the company's capabilities: the primary quality of an objective is to be "objective".
Posted on December 24
netpme.fr
