The Antidote To Micromanagement
People love to complain about micromanagement, even when at times they are just being actively managed, which is a perfectly good and welcome practice for front line management. While I agree that true micromanagement is neither effective nor desired, at times it is easy to understand why some managers turn to it. I also find that many who feel t
hey are being micromanaged, are in fact just being managed, and can actually prevent the negative aspects of it if they were willing to take on a couple of core requirements for sales success. The biggest way to avoid being micromanaged is to embrace the other side of the coin – Accountability.
That’s right, if sellers were willing to be more accountable for their actions and outcomes, they would find that their managers would (or at least seem to) “micro manage” them less. I know that accountability is one of those “feel good” words in sales and business. Leaders talk about it, they want, even when they themselves are reluctant to be accountable to the team. Sales people love talk accountability, just rolls off the tongue, and talking heads like me, well what’s a good rant without accountability being bounced about. So let’s put a little teeth and definition into it.
One thing that continues to fascinate me even after all my years in sales is how many sales people know their own metrics. Let’s make it simple, let’s look at a few leading indicators, that when focused on, can have tremendously positive impact on sales success, and when ignored, well the opposite. Let’s take three simple examples, number of potential prospects you need to engage one “real” prospect; how many “real” prospects you need in order to generate one quality viable proposal; finally how many viable proposals lead to won deal. There are others I know, but for the sake of this discussion these will do. I am going to start by asking you to write down your own three metrics for the above, if you are a manger or higher, what is the average for your team?
Sales professionals need to “own” these numbers, and those who understand the importance of accountability for success do. One reason some feel they are being micromanaged is because their manager is asking for these numbers, (sorry, I forgot, sales is not a numbers game), metrics. Many managers are asking because they want to develop an improvement plan for the rep in question, i.e. taking accountability for their rep’s success. If they come with the number in hand and present it to the rep, it will be fuel for micromanagement fire, it is much better if the rep knows and owns the number and is an equal partner in the development plan, but without an agreed on starting point and end point it is hard to move forward.
The challenge for sales managers and organizations is commonly called the Accountability Paradox: the harder you try to create accountability, the less accountable people actual become. Many believe their only option is to try harder, which again just sends a different message than intended. While the goal may be coaching to success, the interpretation by some is that they are being micromanaged. This where frequent and consistent coaching comes in.
In many organizations there are regular meetings with reps, but it is often data processing not coaching. What coaching may take place seems skewed to the managers’ requirements, not as a means of helping the rep improve. The easiest way to encourage accountability, is to demonstrate it. As a manager, you should have a coaching plan for your team as a whole, and for each individual on the team. Coaching sessions should be frequent, at least weekly, more often where needed. In case you believe that this may not be a good use of time, some indicate that ten minutes of contextual coaching can lead to reps increasing revenues by up to 17%.
If coaching is not a regular expectation, it becomes an event, usually an event centered on a short coming. As someone once said, “you only get coached when you’re not doing as well as they want”. One way managers can drive accountability is to be accountable for the success of their people, not just the numbers, after all, if their people are successful and improving, the numbers will follow.