Accountability – Daily – the sales staff was given expectations (which it seems many managers are reluctant to put in place, put in writing, and most importantly enforce) of what was expected of them on a daily basis. For example, they were expected to make a certain number of calls, and a certain number of emails… all things they could control.For example, while they had a monthly goal of how many cars they were supposed to sell that month (12), the daily accountability really focuses on what you can do each day.
If during the course of a month you have 22 work days, that means you don’t need to sell a car every day… nor is that something you can necessarily fully control. You could have a day where you sell 3 cars on the same day and go the rest of the week without selling a single car. Such is the nature of car sales. However, you can control how many phone calls you make. You can control how many emails and text messages you send… so we focused on those activities and made sure we held everyone accountable for their daily activity.
It sounds like a simple and obvious thing but nobody at the store had been doing that – and it made a huge difference.
A sales job isn’t an assembly line where the next item just comes on down the line and the activity is mindless. It requires a person to be engaged to be effective, not just going through the motions.
and let’s talk.