When Performance is Measured, Performance Improves

When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates. T. S. Monson

Measuring performance is always a difference maker for individuals or organizations. Often, however, failure comes because the measuring isn’t connected to a one-on-one reporting back of the performance. This leads to meetings where everyone’s eyes gaze at the floor, shoulders shrug and heads shake back and forth – all dismayed that the goal wasn’t met, but no one taking personal ownership or committing to personal improvement.

There is something powerful about individualized reporting back on performance. Olympic athletes and concert musicians understand what happens in the dynamics of a “coaching” relationship. This doesn’t mean you have to spend a lot of money to hire a coach. (There are huge benefits in coaching – the key is to get a coach and path that is right for you.)

Almost anyone can serve as your accountability or report back person. Most people will be thrilled you thought of them enough to ask. And that is all it takes. Simply share with them a particular goal or area of performance, give them the time frame and ask if they would mind if you called them back (or if they would call you) for a simple accounting or reporting back.

Also be certain when you are working with employees or with members of your organization that you also create opportunities for specific reporting back on performance. Without it employees flounder and groups or teams get lost in activities instead being focused on improvement and results.

With simple reporting and accountability the difference in performance can be profound. If you truly want to accelerate the rate of your improvement in any area of life or business - measure and report your performance.

know how to use your time.

Why do some salespeople give poor prospects more time than they deserve?


All prospects are not created equally. Some are worth the continued investment of your time, resources and energy, while others will only sap your motivation, as well give you ample frustration . Why do some salespeople give these poor prospects more time than they deserve? Here are a few reasons for you to consider.

The salesperson:
1. Lacks an adequate number of good prospects so spends time trying to turn poor ones into sales.
2. Mistakenly believes that everyone is a good prospect.
3. Doesn't know the difference between a good one and a poor one.
4. Is under pressure to see more people, close more deals, and KEEP BUSY.
5. Believes with enough time, the poor prospect will come around'.
6. Believes that presentation skills or closing ability are the most important sales skills.

What is walk-away power? It is the willingness and ability to say enough is enough and move on to the next prospect. It is that point in the sales process, the qualification portion , where you discover that this prospect is no longer worth additional time. Keep them on your database and have them receive the newsletters.
I am not suggesting that you walk away forever. Prospect's circumstances can change. Today's start-up can become tomorrow's corporate giant. I am, however, suggesting that you weigh the consequences of spending too much time NOW with a poor prospect. Every hour you spend with a poor prospect is an hour you are not spending with a good one.
Here is a simple technique to terminate a prospect. I have used it for years once I discovered that the prospect was no longer worth my NOW time.

Don't waste time on poor prospects, they sabotage your success and attitudes.