The Sales Performance Curve

Typically, a sales team is comprised of a small but elite group of stars (10-15%), a majority of middle or "core" performers (70-80%), and a group whose performance trails (10-15%). The middle group often receives the least attention even though just a small gain in this group can generate a significantly higher increase in sales than the same gain among top performers.  Research has indicated that middle performers respond to some incentive strategies more than others.  For example, multi-tiered targets, acting as stepping stones, encouraged them to strive for increased sales.  Others have found success in moving the middle with contests that reward achievements in efforts, such as the most prospecting calls, the most sales visits, positive customer satisfaction surveys, and the retention of existing accounts.

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THE CULTURE FACTOR - Employee attitudes can make or break your business. Here’s how to get everyone moving in the right direction. (HBR Jan/Feb 2018)


Much has been written about the effect of this intangible concept of  “culture”  and it’s influence on organizational success.  In addition to being intangible, the culture issue is far more complicated than being just “good” or “bad”.  This Harvard Business Review article below, describes a model of eight distinct styles of organizational culture, each with its own set of advantages and disadvantages, based on the spectrum of these two dimensions:  People Interactions and Response to Change.  This is a must read for Culture Leaders and Engagement Professionals. A brief questionnaire is also provided to help you to identify your company’s current style of culture.  Further examination will determine whether or not it is serving to support your company’s current goals and strategy. Examples are given of how some  organizations addressed issues by redirecting their style of culture.


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