Performance Disparity Among Sales Force

Performance Disparity Among Sales Force

When a healthcare service provider wanted to increase its market share of large group sales clients, it called upon Platinum to evaluate what its high performing sales representatives were doing compared with those on the sales force who were struggling to meet their sales goals.

Through a Performance DNA™ analysis, Platinum identified the unique processes, skills, knowledge, tools, technologies and work environment conditions used by the highest-performing sales professionals and made recommendations to foster these approaches in other sales force members, leveling the revenue-generating potential of each person.

The recommendations included providing a training class to all salespeople, encouraging team members to get out in their respective regions and forge relationships with community businesses and leaders, developing job aids that were accessible by all and creating personal daily dashboards to measure sales goals.

As a result of the Performance DNA™ evaluation and implementation of the recommendations Platinum provided, the market share of the sales team increased 8 to 10 percent and remains consistent nearly a decade later. 

Unsafe Practices

Unsafe Practices

An industrial service provider sought the help of Platinum Performance Partners to help it reduce the number of industrial spills it experienced due to human error. These spills were dangerous to workers, cost the company money to clean up and threatened its overall safety record. 

Using Performance DNA™, Platinum interviewed top performers and their supervisors and evaluated workers as they performed their job duties. The analysis uncovered that a contributing factor to the spills was a flaw in the employee interview process, which placed a high value on years of experience instead of a candidate’s safety record over his or her job history. Employees were experienced, but many lacked sound safety records when it came to on-the-job spills.   

After completing the analysis, which involved conducting the interviews and observations, compiling data and finalizing a report to the management team, Platinum’s team recommended three primary and measurable actions to reduce the number of industrial spills: focus on employment candidates’ prior safety records rather than their years of experience, have those employees who had not had spills train new employees as well as  those who had been involved in previous spills, and provide all field employees with job aids to help them perform their job duties safely. 

Company leadership accepted and implemented these recommendations, along with others, and spills were reduced and continue to be. 

Siloed Workflows in Large Organization

Siloed Workflows in Large Organization

A department of a large academic institution wanted to have its management development program evaluated to determine what was working and what was not. The department invited Platinum Performance Partners to use Performance DNA™ to uncover barriers and develop recommendations to help it align the professional development of its management team with the organization’s strategic objectives.

Platinum’s team interviewed two dozen managers over a few days, and through analysis of interview responses and observations, uncovered primary influences that were preventing managers from effectively accomplishing their duties, while developing in their roles. These leaders were spending too much time trying to find information that was housed in various parts of the organization. Furthermore, the sheer size of the organization and not having time to engage with other departments to understand how their workflows did and should interact was a major barrier to success.

Upon identifying these key barriers, Platinum recommended the creation of a simple tool to help managers know where to go within the organization to find the information they needed to accomplish their work. Additionally, Platinum encouraged the institution to create an onboarding process to help new managers understand workflows of other departments and to build relationships with key stakeholders in those ancillary departments.

Once these recommendations were enacted, there was a measurable impact that supported sustained management practices and long-term success.

Addressing the Gap

Addressing the Gap

One of my passions is to connect employees and leaders. In almost every engagement, I have seen a significant gap between the leaders of the company, their goals, agenda, priorities, vision, etc. and that of their workforce. It is easy to imagine how that happens — quick growth, changes in leadership, attrition, competing agendas, etc. Once that gap is identified though, it cannot continue.  

Identifying an Employee-Leadership Gap

What does this disconnect look like? Often, this employee-leadership gap results in low morale, poor customer service, high attrition, high waste, schedules packed with meetings that go nowhere, losses in revenue, diminished brand loyalty, costly errors… the list goes on and on. If you’re noticing any of these signs,  take a hard look and see how your leaders are connecting with the employees at all levels. This doesn’t have to be difficult to address and solve.  

What Employees Want

Employees HAVE to see the leaders, hear from them regularly, feel connected to them somehow, if not physically in the same workplace. Employees need to know where the company is going (company vision), they need to buy-in to the mission and feel inspired by their leaders. This will help them feel connected to their work performance, their department goals, their customers, and have an understanding for how their day-to-day work impacts the success of the company.

How Leaders Should Lead

Leaders need to ask themselves — What “fires me up” about my work, about this company? What do I love about my work? What are our goals? How have I shared this with our employees? How have I laid out the vision for how we are going to get there? 

Then, the answers to these questions need to waterfall down to every single employee and not just once at the vision roll-out. Continue to share the vision over and over and over again. Leadership at every level should be continually talking about the goals, the strategy for successful accomplishment, and the progress made or the barriers encountered along the way. Ensure that middle management is not just getting the vision, goals and strategy from company leaders, but that they in turn are sharing it with their teams and departments. Do this with excitement, passion and zeal and watch that passion begin to ignite in your employees. Watch the spark light in their eyes. Watch and see how your vision impacts their work on a day-to-day basis. And be sure to celebrate and acknowledge the wins along the way. You’ve got this!