However, we questioned if goals in business could be more than just motivational mile markers towards a seemingly arbitrary finish line. We wanted to know if, as a sales manager, goals could be leveraged to build upon the crucial criteria of “accountability, transparency, and support” we discussed in last week’s article about sustainable cultural and organizational growth.
The overwhelming answer we got was, yes, they can! Our panelists had some great insights on how to view and use goals as more than just a generic motivational tactic. In fact, proper implementation and review of goals have the potential to positively impact everything from rep engagement, closing percentage, market influence, and even product quality.
Each of your reps are different, and the same is true for your markets. So, with so many variables to consider, it can feel like an overwhelming challenge to successfully create and implement goals for your team. The reality is, there’s simply no “one size fits all” when it comes to the goals process, and you have to walk a fine line between driving sales and discouraging your team. Setting unattainable goals with no checks and balances can leave reps feeling like they are “on an island,” and as we discussed in part one of this series, that feeling is the enemy of successful distributed teams. Unchecked reps with unrealistic goals tend to throw quality and consistency to the wind. That is why it is so important to have strong guidelines and still recognize the differing, individualistic needs of your reps and your markets.