“You have to know their close rate by different lead sources,” he says. “If you have a salesperson who can close a store lead at an efficient rate, but not a show lead, you have a mental block issue.”
Improve It benchmarks demo as well as closing rates per lead source, to identify training issues. “Our job,” Leader says, “is to identify their strengths and weaknesses, leverage the strengths, and improve the weaknesses.”
Henderson points out that one way to improve the performance of a low producer is to have him ride with a superstar. Since superstars might not like that, he says, you should have them agree, on being hired, that they’ll be willing to pitch in and do it.
“Or,” he says, “I would take him out myself. Make notes on the presentation, so you can identify his weaknesses.”
At P.J. Fitzpatrick, high and so-so producers are regularly teamed in sales contests. “So that high performers become mentors for that period of time,” Rakulski says. In effect, he adds, “Our guys are coaching each other.” In addition, those who aren’t yet proficient selling a particular type of product will ride with a salesperson who excels at selling that product. At a recent company sales meeting, for instance, a salesperson who was closing 65% of his roofing leads did a mock presentation for the 14-person sales group, so that others could improve their performance in that product category.
Another way to bump up performance, Henderson suggests, is to send a low performer out with a crew so he can watch an install and improve his product knowledge.
“Everyone has to be managed differently, in terms of word choice and motivation,” Curry points out. “But at the end of the day, everyone has to pull the wagon.”
