My firm was engaged to assess what impedes upon the growth of a mid-level performer. The study was conducted over a period of 18 months and included over 1,000 salespeople and approximately 60 managers. It consisted of more than ten focus groups, 60 multiple participant interview sessions, and a series of infield observations and application exercises to validate our findings.
At the onset, initial focus groups were conducted to determine the factors that impede the mid-level performer from becoming a top performer. As the findings and obstacles were identified, solutions were developed and tested in actual live sales calls to overcome the issues. In addition, a concerted effort was placed on creating the proper template and pathway to allow the mid- level performer to achieve consistent and optimal performance.
Bogging down management’s efforts
Managers are consumed by the mid-level performer, and as a result, tend to neglect the top performers that can be better and the new hires with vast potential. Most, if not every manager is challenged by knowing how to be more effective with balancing their time between performers, coaching the mid-level performer and reducing the stress and uncertainty associated with them.
To assist managers in making the willing mid-level performer become better, managers should be given a template and set of ideas that are straightforward, easy to understand, and at the same time, challenges the mid-level performer’s inner desire to improve.
During the discovery process, results showed that in order to improve the mid-level performer, there was a need to be able to anticipate “what is going to happen next.”
Can you image taking a trip without a final destination, a GPS or full tank of fuel? To an extent, that is what impedes upon the mid-level performer. Most of them will acknowledge they know their destination and goals, however they probably can’t “map it out” with certainty.
A level of discomfort and uncertainty was realized throughout our discovery process that suggested most mid-level performers were not aware of this need. As a result, they consistently gave random and sometimes ineffective responses and achieved irregular outcomes.
No matter what the circumstance, the mid-level performer should be able to respond, engage and present without hesitation. Throughout our research, a reoccurring theme kept happening. Customers, clients and business executives were observed and analyzed as being highly predictable. This examination, confirmed that there is a high level of predictability demonstrated by customers, business executives and professionals in the way that they respond with the same answers, comments and reactions. Magnifying this occurrence is the mid-level performer’s infinity to conduct conversations without realizing this occurrence. These factors start to paint a picture of why random results occur and how top performance eludes the mid-level performer.
Other findings that impacted performance were the following:
- Over 50 percent of the time, the sales professional’s word count exceeded the customer’s by more than a 4 to 1 margin.
- Most sales professionals continued with little to no awareness of the level of engagement obtained.
- More than 50 percent of the calls that were assessed created a void in the conversation and lacked the initiative to move the relationship to the next level.
- 30 percent of the time mid-level sales performers were unable to respond properly and the call reached an insignificant end.
- Over 60 percent of the sales calls observed and evaluated lacked undivided attention and interest from the customer.
Introducing this concept and reshaping the mid-level performer’s perspective around the information outlined in this research should put most of them on the road to greater success.
