Fixing the Revolving Door

Today’s newsletter is geared for sales managers experiencing sales executive or relationship manager turnover.

If your sales team consists of a mix of solid to outstanding performers who have been with you for years and a revolving door of sales reps who don’t do well and leave or are let go, it’s time to do an audit before bringing on more new candidates.

Because something is broken.

The audit I recommend consists of a series of diagnostic questions that fall under two categories or steps.

Category or step 1 is to check the environment that new reps are put into. Some sample questions:

• Does the comp plan reflect how long it takes to ramp up?
• Are the territories/accounts they’re given a fair distribution?
• Do they have the tools and training to succeed?

For input beyond your own analysis, make sure exit interviews cover these questions. If your company doesn’t conduct exit interviews, consider having someone outside the sales organization contact ex-employees for their take.

Once done with step 1, take what you’ve discovered and implement a plan to improve it.

If the sales environment doesn’t appear to be the problem, step 2 is about analyzing the hiring process.

• For example, have you identified the knowledge, skills, and attitude/attributes of your best performers?
• Are there differences between them and those who did not succeed here?

If so, modify your hiring profile to reflect the KSAs of your best performers.

• Do your interview questions validate the KSAs you’re looking for in a new-hire?

If not, tighten them up, looking for more proof.

Going through those two steps should help you fix that revolving door.

Good luck and have a great week!

Bob