Sales Execution Index

If the saying “the truth will set you free” is accurate, what happens when we are not honest with ourselves when it comes to assessing our sales organization’s performance and execution? Welcome to the Sales Execution Index assessment. This is a simple, yet insightful tool, designed to help sales leaders evaluate the real components that drive maximum execution and sustainable change in their sales organization. Your honesty and less than 3 minutes of your tome is all it takes to find out what your SEI is today.

1 Step 1
DESIRE
2 Step 2
PRODUCTIVITY
3 Step 3
COMPETENCY
4 Step 4
Sales Execution Assesment

Step 1: Assessing Desire

How motivated are your reps to change/improve? (ownership, alignment, role clarity, barriers to change)

Rep engagement level is measured based on a his/her willingness to implement developmental activities assigned by manager/coach

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Rep development plans and metrics are built around achieving their identified personal goals

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Values are defined, memorable & embraced related to working with the customer and each other (i.e., If you separately asked each sales rep, to list your values, would a high percentage give the same answer?)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Reps are clear on what defines success and failure and corresponding positive and negative consequences (i.e., reps understand how they would lose their job) for hitting their objective or underperforming

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
There is a low level of disparity between high performers and low performers (<25%) – ensuring low tolerance for underperforming reps

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Everyone in sales would answer this question the same: “At the end of the day I would be successful if I do X, Y, and Z”

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Development strategies/time are based on a reps willingness to change (vs. all reps get the same level of support regardless of their ownership in the development process)?

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
For those unwilling to change, leaders have identified and addressed the emotional and/or logical barriers to improving performance?

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Managers have developed an open line of communication with reps and regularly seek, and act upon, feedback to improve their effectiveness

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)

Step 2: Assessing Productivity

How compliant are your reps to the most efficient path to success?Or asked another way, are your reps meeting with the maximum number of, and most qualified, prospects? (sales process, metrics, reports)

Each stage of the sales life cycle is clearly defined, including: a measurable objective for each stage, and criteria in place to advance to next stage

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Sales process is built around customer objectives (i.e., why is in the customer’s best interest to advance to each stage in the process?)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Metrics are clearly defined for each stage in the process (e.g., number of first appointments)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
The only metrics being measured are those that will advance the relationship (e.g., Discovery meeting with Decision-maker vs. dialed the phone)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
All metrics are embraced and relied on by the sales reps as a barometer to measure their performance (vs. reps “game” the system to appease management)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Scoring of a Productivity Dashboard accounts for shifting changes in priorities – some weeks have a lot of activity that requires preparation (conf calls, presentations, long proposals) and will have less calls, meetings and/or contacts – but that can still be a productive week

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)

Step 3: Assessing Competencies

Regardless of opportunities or desire to improve, can your reps improve their level of performance? How would you assess their ability to “drive the car?” (defined 8 core competencies, diagnose, prescribe, track)

All competencies required to successfully sell have been identified and defined by a specific outcome – so simply that everyone (rep, manager, or even a non-sales person) can easily agree on a score

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Competency assessment includes a focus on all three critical components (talent, skill, and knowledge)

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
For every competency, a set of behaviors - that ultimately ensure the outcome - have been identified

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
If competency score is low (i.e., "golf ball lands in the woods" or "prospect hangs up on sales rep during introduction"), managers can accurately diagnose the root cause (i.e., identify the correct behaviors) and determine the appropriate developmental activity (or resource) to bridge that gap

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Managers consistently and effectively work with reps to improve their competency levels, tracking results to determine areas of improvement and where more support is needed

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
A training program has been implemented to develop each of the sales competencies and is uniquely tailored for each sales role in the organization

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Managers role model your values and the selling competencies identified as critical to success

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Coaching is perceived as a positive and helpful and not negative and wasteful

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)
Coaches focus on 1 or 2 areas of focus versus too many to process and improve

Scale: 1 (not even close), 2 (better, but could use some work), 3 (nailed it, we are a well oiled machine)

Step 4: Final Assesment

The SEI gives you 3 deliverables:

Charts a course for you to evaluate the 3 critical components for any sales organization to maximize sales execution
Allows you to personally diagnose where your organization is positioned today with regards to capacity when it comes to maximum sales execution
Provides perspective & recommendations based on the 3 critical component results and your organization’s aggregate score

Your DESIRE sales force execution index is:

Your PRODUCTIVITY sales force execution index is:

Your COMPETENCY sales force execution index is:

Your TOTAL sales force execution index is:

Good news! You have tremendous capacity and opportunity to increase your revenues and execution with your existing team.

Recommendation: Now is the time to get started on your journey to continuous improvement with your sales organization. Start with signing up for this free email series to help identify some of the gaps that you will need to address immediately. Next consider joining our upcoming webinar on how to start "Bridging the Gap" with your team's execution strategy. Depending on what you think after these two steps, you might contact ASLAN Training and Development (770-690-9616) and see if you qualify to receive a free "Sales Execution" consultation to see if ASLAN is a good fit to help you on your journey.

You have a good foundation for success. There may be some areas to focus on for improvement that could yield nice returns with minimal effort.

Recommendation: Start by signing up for our email series on Sales Force Execution to help identify some of the potential gaps that may be slowing your organization's performance down. Then consider joining our upcoming webinar on how to start "Bridging the Gap" with your team's execution. Stay posted to our website for more information. You could also contact ASLAN Training and Development (770-690-9616) to see if you qualify to receive a free "Sales Execution" consultation.

Nice job and great execution! Your work here is done and just keep doing what you are doing and enjoy those bonus checks.

Recommendation: Keep doing what you are doing but feel free to sign up for our email series on Sales Force Execution to reinforce what you are doing and to share with others that may want to grow up and be more like you. You could also join us for our next webinar to look for possible ideas for continuous improvement for sales execution.

Take our Bridging the Gap - Sales Force Execution Index

Step 1: Assessing Desire

Step 2: Assessing Productivity

Step 3: Assessing Competencies

Step 4: Final Assesment