Hiring/Firing | A Sales Guy

Would You Fire Jay Leno?

Jay Leno’s new show isn’t working. They want to move him back to his 11:30 time slot. Maybe they should just fire him. He’s not making his numbers after all.

But wait, Conan O’Brien is in Jay’s old slot and his audience is smaller than Jay’s was. Jay had twice as many viewers when he was host of The Tonight Show. Maybe they should fire Conan. I think that’s what they are going to do. Unless Conan agrees to give Jay his spot back. Conan’s not making his numbers either. Maybe NBC should fire them both.

Is Jay Leno bad goods? Is Conan not worth having around?

Jay Leno and Conan O’Brien are good. They are valuable assets and NBC understands this. They made a mistake putting Jay into a prime time slot and got themselves in a bit of pickle, but if they play their cards right they will keep two very valuable people.

Just because Jay couldn’t make his numbers in prime time doesn’t mean you don’t want him on the team. Just because Conan couldn’t match Jay’s Tonight Show numbers doesn’t mean he shouldn’t be on the team either.

Firing people because they don’t make their numbers is a weak, lazy way to manage a sales team. I’ve watched and listened to more than my share of weak sales leaders berate and threaten sales people who weren’t making their numbers. I’ve watched sales leaders stack rank sales people solely on their number. I’ve watched top performers get promoted into roles they couldn’t handle. I’ve seen good, solid sales people get fired after not making their number in the first 6 months.

It’s easy to use the number. Either they did or the didn’t make their goal. You don’t have to focus on the environment. You don’t have to evaluate what the sales person is doing. You don’t have understand how they are doing it. You just focus on the number. Unfortunately, it’s not that simple.

Watch the number. Then dig deep. Why is the number missed? Are poor decisions being made? Does the sales person lack product knowledge? Are they not asking for the close? Are they incapable of crafting solutions, uncovering customer needs or overcoming objections? If so, you’ve got a problem. If not, dig deeper and don’t be so quick to get rid of what could be a great rep in the wrong spot.

Jay Leno isn’t making the his number. But, I’m not firing him, are you?

Conan addresses NBC rumors (pbpulse.com)
Leno loses his prime-time spot (seattletimes.nwsource.com)
Conan O’Brien Ready to Ditch NBC over Late Night Flap (blippitt.com)
No Laughing Matter: Seinfeld Defends NBC’s Failed Leno Experiment (abcnews.go.com)

January 12, 2010 | Filed under: Hiring/Firing, Sales Leadership, Uncategorized, What I Think! | Comments |

When Is Enough, Enough?

College football and sales follow a similar track. In most cases they end their year at the same time. And like sales, the end of the year is the time of reckoning, when everyone asks how many games did you win? A lot of coaches jobs are in real jeopardy this year, most notably Notre Dame’s Charlie Weis and my alma mater University of Colorado’s, Dan Hawkins.

How do you decide when it’s time to send a coach packing? Is it their record that year, or several years? Do you take into consideration other factors, such as schedule strength or years as the head coach? When is it time to kick your coach to the curb?

Letting go a sales person is a similar challenge. How do you decide to let go of a sales person?

Some organizations give sales people one quarter and if they’re not performing, they’re out. Others give a year. Some make the decision on a person by person basis. Determining when it’s time move on is a critical decision of sales leaders.

For me it starts with the circumstances. I want to know what the market is doing. Is it shrinking or growing? I want to understand the track record of the rep. Have they consistently made their number in the past? However the biggest factor for me is their plan and their execution. I pay close attention to what the rep or manager is doing and how they are doing it. I know months in advance if a rep is going to make it, because I will see it in the decisions they make. I watch how they develop their account and sales plans. I focus on their strategy, initiatives and tactics. I evaluate their environmental assessments. I monitor their contingency plans and how they respond to unforeseen changes. I focus more on what they are doing to get results, not just the results.

Determining when enough is enough, is an ongoing process. I will normally know long before the end of the year. Making your number is being deliberate. It’s about execution, and planning. All of which can be observed long before the results are in.

If you’re waiting till the end of the year to decide when enough is enough, you’ve waited too long. The signs are present long before the results are in. You just have to be looking.

November 25, 2009 | Filed under: Business Performance, Hiring/Firing, Sales Leadership | Comments |

Don’t Feed the Trolls

This post by Seth Godin rings true to me. I’ve experienced Trolls in every company I’ve worked.

Trolls

Lots of things about work are hard. Dealing with trolls is one of them. Trolls are critics who gain perverse pleasure in relentlessly tearing you and your ideas down. Here’s the thing(s):

1. trolls will always be trolling
2. critics rarely create
3. they live in a tiny echo chamber, ignored by everyone except the trolled and the other trolls
4. professionals (that’s you) get paid to ignore them. It’s part of your job.

“Can’t please everyone,” isn’t just an aphorism, it’s the secret of being remarkable.

Even as this post rings true the fact that Trolls exist at all has always been a mystery to me. They bring little value to an organization. They are almost always at the center of subversive efforts. Everyone knows who they are and can’t stand working with them. They are quick to say no, yet rarely say yes. Yet, despite this they thrive in every organization. Like weeds, the take root and are difficult to get rid of. I think the reason is because we do as Seth says and we ignore them. That’s the wrong approach.

Getting ridding of Trolls is a leadership issue. Trolls exist because they are fed. They’re fed because they are convenient when people need them. They’re fed, because they do our dirty work. They are fed, because most people don’t have the gumption to get them out. Trolls are crafty. They do their job to the letter of the law. They don’t give measurable, specific reason to let them go, yet their existence is almost always in conflict with getting things done.

Don’t ignore the Trolls. Stop feeding them. Then show some leadership and get them out . . . it is also a sign of being remarkable.

October 28, 2009 | Filed under: Business Performance, Hiring/Firing, Leadership | Comments |

Wanted: Someone Coachable

There is one thing I look for in a hire. It is non negotiable. I look for someone coachable.

No matter how much skill they have, no matter how talented, no matter how much experience, no matter the industry experience, no matter how many years of successful quota attainment, if they aren’t coachable I don’t hire them.

Coachable people recognize they have room to grow. Coachable people are more humble, secure and confident. The coachable look for alternative points of view. The coachable embrace personal development. Coachable people are better with other people. Coachable people are more flexible. Coachable people are always growing and improving. Coachable people rarely make the same mistake twice. The coachable make better employees.

No matter how talented, no matter how skilled all jobs require learning. It is a leaders job to assist in that learning through coaching, by providing guidance, insight, critique and assessment. If a person is not coachable they resist coaching and all the talent, skill and knowledge are lost.

I’ve never seen a job description that requires a coachable person. I have never been part of an HR department provided training on identifying coachable people, yet the most successful candidates are the coachable.

When you hire coachable people there is less drama and more gets done. With coachable people more creative ideas flow and innovation flourishes. When you hire coachable people there is less politics, bureaucracy and tension. When you hire the coachable more time is spent on the things that matter and less on the things that don’t.

Hire coachable people.

October 1, 2009 | Filed under: Business Performance, Hiring/Firing, Leadership, Personal Brand, Personal Development, What I Think! | Comments |

Knowing When to Say No

Very early in my career, one of my best friends said something to me.

He said; “Keenan, your an opportunist. That’s what makes you so good.”

My buddy was right, I am an opportunist. It may have been what’s made me good, but it’s also been my achilles heel. Early in my career, everything was an opportunity. I could see the benefit, the upside, the angle, the opportunity in almost everything in front of me. Like an over zealous Labrador puppy I would zero in on every opportunity and pursue them until I got them. This drive and ability to see opportunity served me well early in my career.

As my career moved a long a funny thing began to happen. This skill or trait of mine began to cause me problems. As the opportunities became more complex, with higher stakes, I began to fail more often. I would waste time chasing and at times catching opportunities that weren’t worth the effort. My naivete would get the best of me and although I would see great opportunities I would be ill equipped to capitalize on them. I would miss the risk. I would underestimate the effort. I would miscalculate the return. My greatest skill was now getting in the way.

As time has passed I’ve come to see why. The skill is not seeing the opportunity in everything, it’s being able to see the right opportunities among all the opportunities. Seeing the opportunities is the skill, choosing the right opportunities is the talent.

I was recently approached by a recruiter who represented one of our competitors about a significant position. After a short call with the recruiter, I expressed my interest. The opportunist in me took over. I could see tons of opportunity for my career, my bank account, and my personal development. As we ended the call the recruiter agreed to send me more information on the position and we were going to talk once I had a chance to read.

As I read the information, it occurred to me. This isn’t an opportunity for me. Although there were some opportunities, overall it wasn’t an opportunity. The competitor is a distant 4th in our space. Their North American revenue is less than 50% of my current companies. Our industry is expected to decline or stay flat over the next 3 years. Powerful new competitors such as Microsoft are entering the space and are a real threat to the legacy players. In my current position, I have never lost to this competitor. I don’t think this company can achieve a leadership position in our space.

Five years ago, I would have fought tooth and nail for this position. I would have done everything to get it. I would have zeroed in on the opportunities with tunnel vision and ignored, or justified the negatives. Today, I see it differently. I don’t want to work for the #4 or #5 company in our space. Our space is going through tremendous change. Enterprise communication is changing rapidly. Going to work with a back of the pack legacy company is not an opportunity. It’s a risk. My team would have to work twice as hard to compete. Recruiting top talent would be a huge challenge. Retention would also be a challenge. These and other challenges are amplified when you aren’t the leaders in your industry. And all of these things make the job that much more difficult. I don’t want to work for a company that isn’t positioned well to compete with the new competitors. I want to work were to work there is an opportunity to win. Therefore, I graciously declined moving forward.

Being an opportunist is great, you see thing others don’t. However the key is to see the RIGHT opportunities and until you do, know when to say no.

August 10, 2009 | Filed under: Career Development, Hiring/Firing | Comments |

Who To Hire?

I got my first “real” job when I was 27. It was at the Chamber of Commerce. I was selling Chamber memberships. It was then that I knew I could sell. In my first year I broke every sales record they had had. I liked the Chamber, but I knew I couldn’t keep selling Chamber memberships forever. I was bored. Being 27 with only one year of selling experience, I didn’t have the resume for much of anything else. But, I knew I could sell.

About 11 months into the Chamber job, a well dressed, articulate gentleman walked into the Chamber interested in becoming a member. His name was Richard and he represented an IT consulting firm from Minnesota opening a branch in Denver. We sat down and I did what I did. I sold him. Part of my sale, even as a green kid with no experience, was to ask questions. In our meeting I learned what IT or technology was. It was 1997 and the IT industry was blowing up. I wanted to be a part of it. At the end of our meeting I asked him if they were hiring and he said yes. I said I want in.

With one years selling experience, no knowledge of the IT industry or how to sell in it, I didn’t even know what Y2K was at the time, I asked to be considered. Richard said he was impressed with me, but that I just didn’t have the experience, but that he would introduce me to the General Manager of the new Branch.

A month later, Mike the General Manager came to Denver. We met, and talked. I sold him on the benefits of the Chamber and why they needed to be at the level of membership they were and I gave him the VIP tour and presentation. At the end, the conversation turned to me. Mike said: “I understand you are interested in working for us.”

I said; “Yes.”

Mike was an approachable guy. You couldn’t help but like him. He was disarming and drew people to him. Mike looked at me and explained in a very considerate way that although he was impressed with me I lacked the experience he needed. He shared how he needed someone who could hit the ground running and drive revenue quickly and that once he found that person he would consider me. I looked at Mike and asked him a couple of questions. I asked him if he had found that person yet? He said no. I asked him if he had a pipeline of potential candidates. He said no again. I then said, “Mike, I understand your situation however I can sell. Everyday that goes by that you haven’t hired somebody is another day that I’ve learned more, become better and be making you money.” I said; “If you can’t find someone fast enough you will have lost that time I could have come up to speed and been delivering for you.” I then said; “I challenge you to find that person soon.”

I remember Mike smiling at me, giving me a nod of approval and saying he understood and that once he found that person and the time was right he would reach out to me.

Two weeks later I get a call from Mike. It went something like this. “You son of a bitch. I can’t get you challenging me out of your head. Let’s talk.”

I became a top producer at this company. After my first year I was the number one sales person at the Branch and was voted partner after my second year. Few people would have had the guts that Mike had. Everything on paper said no. But it’s not the paper that does the job. Thanks Mike, I owe you one.

Hire talent, smarts, passion, energy, and drive, the rest will take care of itself.

July 29, 2009 | Filed under: Career Development, Hiring/Firing, Leadership | Comments |

Death of The Resume

Scarcity of information is what started resumes. An employer, looking for a new employee needed something to determine their qualifications. They needed this because there was no other way to get it. Information about potential employees was controlled by the applicant. It’s a nifty little dance we’ve all become acquainted with. You give the information that best “sells” you. You carefully craft a document, outlining your strengths, accomplishments, and objectives. You determined what the new employer sees, consciously leaving out information that could hurt you. The employer then culls through all the resumes looking for key words, and specific experience. The dance continues as employers have interviews trying extrapolate what you know, how you do your job and the extent of your capabilities. The dance has been created because of lack of information and the fact that we, the applicant, control it.

I think the dance is coming to an end or at the very least changing. As more and more people come online it is easier to learn more about them. I see a world where if you don’t have an online presence you won’t even be considered for opportunities. We are moving from a resume on paper to a dynamic or living resume played out online. Employers won’t be patient receiving resumes from potential employees controlling what information they see, when they have candidates who actively blog about their profession, can be found expressing their ideas and positions in groups on LinkedIn, in forums and in blog comments. Employers will be able to follow and engage potential candidates by participating in industry specific groups, networks and forums. Employers will get a view into who is respected in the group, who’s opinions, ideas, and perspectives are valued. They will get visibility into candidates philosophies, approaches to their career, their depth of industry knowledge and more. Employers will know a lot more about a candidate before they even reach out to them.

If you read this blog, you know what I think about sales. I’ve written about the sales process and what I think it looks like and how to manage it. I have shared my views on what makes a great sales person vs. what makes a good sales person. I’ve talked about motivation and sales leadership. I’ve given my two cents on negotiation. Any employer can look at this blog and quickly figure out how I think, how I go about my job and the kind of sales executive I would make. Through my LinkedIn page they can see my relative experience as well as my blog posts, what books I’m reading and have read who I’m connected to and what LinkedIn groups I belong to. They can join those groups and view my participation. What discussions I respond to, what discussions I start, what I say in my responses and more. Employers can follow me on Twitter and evaluate what I say, what links I share and who follows me. If you read my blog, check me out on LinkedIN and follow my on Twitter, there is no need for my resume. There is nothing it can give you that you don’t already know.

For years resumes were small windows, controlled by applicants, into their world. Resumes are tightly controlled documents providing employers with high-powered snippets of who the applicants are and what they did. In most cases, I think resumes are more about what people don’t say rather than what they do say. As social media becomes a core element in our lives, the resume will no longer have role. Employers and recruiters will not tolerate a narrow expression of who we are controlled by us in a single sheet of paper. If a trail of who we are, what we do, how we do it, and why we do it can’t be found online, employers just won’t listen.

As an employer, I know I won’t.

July 14, 2009 | Filed under: Career Development, Hiring/Firing, Personal Brand, What I Think! | Comments |

Screw Em!

I was talking to a very talented sales woman the other day. She is very good at what she does. I’ve known her for years and have always been impressed with her. She was sharing with me her frustration with her current company. She was telling me how she is afraid she’s could lose her job because she is so far off her number this year. There are a lot of reasons she’s not going to hit her number, but none have to do with her. She has consistently been an over achiever. She kills it every year. She has a phenomenal relationship with her customers, she knows her industry and the she’s unbelievably organized. She’s just damn good.

This what I told her; “screw em!”

If you are busting your ass doing all the right things to make you’re number and your company is not happy – screw em!

If you’re leveraging creativity and making things happen out of nothing and you still won’t hit your number and your boss is not happy – screw em!

If the customers are happy with you, and are spending the lions share of their smaller budget with you and it’s still not enough -screw em!

If you believe in the bottom of your heart that you have given everything you can, that you have exhausted all of your energy and skill and are squeezing every opportunity out of your territory and you’re not going to hit your number, then don’t worry about it. There is nothing else you can do.

As managers we have tendency to measure everything against a number. I used to do this. If you don’t hit your number your gone. The problem is the number doesn’t tell the whole story. As much as we expect our sales people to understand their customers, we need to understand our sales people. We also need to understand the selling environment.

I asked Karen if she thought anyone else could do any better, (I didn’t believe anyone could, Karen is just that good). She said no, there just isn’t that much business to be had.

Understanding this, my final advice was simply this. Don’t worry about it. And if they’re not happy screw em. If they think by letting you go, their position will improve let them be that short sighted.

Letting people go for not making quota is not the way to look at it. The question companies should be asking when someone is missing quota is; can I get someone better? If the answer is yes, then let them go. If the answer is no, be happy with the revenue your getting and prepare to improve next year.

Who is more valuable? The sales person who is at 80% of quota in a market that is shrinking by 35% or the sales person who is 115% of quota in a market that is growing at 150%?

I will keep the person who is at 80% of quota. This is what I told Karen. If your company is incapable of recognizing this and believe they can get someone better by letting you go. Then – screw em! And, don’t worry about it, there nothing you can do.

Don’t lose great talent because you can’t interpret the numbers. If you do, you’ll be screwed!

June 15, 2009 | Filed under: Hiring/Firing, Sales Leadership | Comments |

To Be Good, You Have To Think About It.

How do you see your job? What is at the essence of what you do? What is essential to being good? What is critical to exceeding expectations? What does it take to the best in your profession?

Being good at something requires more than practice and effort. It takes a philosophy, a clear understanding of how to create excellence. It’s about being intimate with the smallest of details. It’s about a deep knowledge of the tools, the users, the industry, the materials and the processes. It’s how you bring them together better than anyone else. It’s about creating your own unique philosophy on how you do your job. It’s a personal career philosophy.

This is one of the best career philosophies I’ve ever seen. It’s from a person who restores antique furniture;

“First, one must have a real respect for the piece. Next one should want to discover what the original maker had in mind. Then, for the sake of the piece, preserve its history and restore its beauty for the owner.”

You only have to read this once to recognize this person sees a real difference between restoring furniture and restoring antiques. What type of job do you think they would do? How do you think they are different than other restoration professionals? You can’t help but believe this person is better.

Do you have a career philosophy? Are you deliberate in what you do? Is there a specific outcome you try to achieve that is far better than the status quo? How do you do your job differently than every other person who does what you do?

Millions of people go about their job everyday. Doing it as it comes. Unfortunately, very few people own their job. They don’t have a clear vision of what they are trying to accomplish and why. They don’t look to differentiate themselves through how they do their job. They just look to differentiate through what they do.

I ask every person I interview what their philosophy on sales is. If it’s a leadership position, I ask for their leadership philosophy. Having a philosophy around the things you do makes you better. It says you’ve thought about what it is your doing. It gives insight into how you do it. It tells me and others that you actually think about what you are doing.

When people think about what they are doing, they make it better. They improve on it. They expand it’s value and in the end that is better for everybody.

If you’re looking for a great antique restorer I know one. If your looking someone who is really good at something else, just ask them their philosphy. You’ll find ‘em.

June 12, 2009 | Filed under: Career Development, Hiring/Firing | Comments |

A Sales Guy

Keenan 411

Would You Fire Jay Leno?

When Is Enough, Enough?

Don’t Feed the Trolls

Wanted: Someone Coachable

Knowing When to Say No

Who To Hire?

Screw Em!

To Be Good, You Have To Think About It.

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