Peak Performance leaves its own trail of clues. So why don’t more organisations look for them?

I was reading an article the other day by Miller Heilman, an international Sales Performance consultancy, and in it they mentioned that by recognizing, analysing and documenting the specific ways that top performers apply the sales process in prospecting and customer interactions, other sales executives within the same organisation can be coached to emulate those best practices. In the work that I do as a behavioural modeller and profiler for corporations, this is precisely what we specialise in doing for companies.

If the processes that top performers use consistently can be measured, then it is possible to replicate their behaviours and therefore their results with the people within your organisation who have similar belief systems and motivational preferences. This is something that can now be tracked and measured objectively. Unfortunately the vast majority of organisations that rely on a sales team to generate their income either don’t realise that modelling excellence from within their organisation is now available to them as a result of the latest research in cognitive science, or worse still, they are too comfortable with their old fashioned ‘hit and miss’ selection strategies to develop a more systematic approach to behavioural excellence within the workplace. Invariably, what could be a more structured and scientific approach to the discovery and training of the right talent, becomes a subjective mish-mash of reliance on previous employment experience, impressive looking CV information on the surface, and personal ‘gut feeling’ by the employer. Instead of trying to turn your average performers into champions, why not just model how the champions within your midst think and behave within their role and find people who think the same way, and then work with them to leverage their effectiveness? It is a common sense approach to an age old problem and it is a pity in this day and age of technological innovation and excellence, that innovation and excellence in the field of human performance seems to be lagging behind.

Here is a simple example of a Call Centre client who found a way to stop wasting a fortune in poor HR strategies trying to select people who seemed a good ‘fit’ with their corporate culture, and hired from the basis of modelling their top performers in the role. The results were immediate, as was the logic of what was done to change their hiring and selection strategies:-

Client Contact Centre for an insurance company – Customer Advice line

Selection Criteria – Client hired staff to fit their corporate culture – Bright ‘people’ people; Enthusiastic; Action Oriented; Initiative driven; Detail oriented; Extroverted … Interviewers hired based on these upbeat ‘filters’.
The Role – The role was a repetitive; information-giving; procedure-driven; phone and screen interaction.
The Problem – Staff turnover in this section of thirty staff was extremely high. Three month tenures; low morale; employee stress; erratic or dwindling performance; customer ‘experience’ so-so.
The Intervention – Profiling indicated that best ‘fit’ for this role was not company culture ‘fit’ but role-specific fit.
Actual Role Requirements – Low people filter (not ‘chatty’ – more matter of fact); High Information filter; Procedurally focused; Equal balance between Big Picture and Depth Orientation.

Once role-specific precision modelling was introduced, the selection criteria was changed from ‘culture fit’ to ‘role fit’ resulting in an immediate turnaround in the effectiveness of the recruitment strategies, team morale and the success of new inductees.

It is no different with sales and sales executives. Contrary to what a lot of people think, sales is a very process driven discipline, and this is especially so for the top sales performers. Everything they do has a systematic and measured approach to it, and they leave the heroics to the ‘one hit wonders.’ If these processes can be measured, then they can be replicated with the right people. Researching, modelling and replicating the sales system that they have developed and follow consistently which leads to their sustained success in any particular industry is the key to a company’s successful sales and marketing strategy.

If you would like to know more about modelling and replicating the excellence that already resides within the four walls of your organisation then contact me and I’ll shed some further light for you on this amazing subject.

Until next time… Let’s seek to understand more and judge less.   Have a great week – Brian

Precision Profiling – What Makes You Tick? Revealing the hidden secrets about yourself that even you didn’t know.

 

About Brian Clark

Brian Clark is the principal director of Precision Profiling®.

He is a renowned practitioner, writer and speaker on building total customer cultures; values driven leadership and world best practice strategy and implementation.

He has been a guest lecturer on world best practice for the executive management programme at Monash University’s business college (Mt Eliza campus); an adviser to and key note speaker for the Singapore Productivity Association and a consultant to many major Australian and overseas corporations and government departments.

Read more about Brian Clark Here

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