Situation: The CEO of a software company pays a high base and incentives for their key sales person. While this is in line with the company’s industry, the CEO wants the opinions of others as to the comp packages they offer and any controls that they put in place. What is an effective sales compensation plan?
Advice from the CEOs:
While the paid seems high, your industry may be different from other industries. Most see a 50/50 split between base and incentive as the norm.
Consider a draw system so that if the individual falls behind you have the option to reduce future draws.
Look at both the compensation formulas, and at the individuals’ predilections and the behaviors that you want to generate. Compensation should align with desired behavior and results.
Do you have bonus incentive plans in place for your sales support people? Consider these, and check whether the goals and objectives for your sales and support people complement each other. They should.
Consider a discretionary bonus pot that you can use to reward specific achievements at your discretion.
What will you do if your sales person performs significantly below target – for example, this person is only hitting 40% of the objective after 2-3 quarters?
Consequences for non-performance should be clearly understood by both you and the employee before you launch any new plan with the individual.
Whatever you decide for this person, you may well be setting a standard that you will have to live with as you hire additional sales personnel.
Situation: A company is faced with the imminent departure or retirement of several key sales personnel. This presents the opportunity to rethink and rebuild the sales team. What is the best way to take advantage of this opportunity? How do you revamp your sales team?
Advice from the CEOs:
The timing is good. Take advantage of this opportunity!
You’ve identified the next generation of sales leadership. Now determine their role building the future.
This is an opportunity to reset your vision for the next 3-5 years.
The task of the new sales leaders is to learn the products, customers, and processes. One of the best ways to do this is in the role of sales engineer.
Be the listener first – become the solutions person.
Use existing company personnel as resources to develop closer relationships with key people within the company.
Have existing staff can introduce them to current customers and point them toward new opportunities. Focus on impeccable customer service.
What are the immediate priorities for the new sales leaders?
Do what must be done.
Observe experts on the job.
Listen and learn.
Ask lots of questions.
It’s scary, but don’t worry – just do it!
Let others assist.
They will make mistakes – it’s called learning.
Be sure to build an approach and team that can support both your existing core business and build new opportunities.
You need to replace the capabilities of those who will be retiring, and at the same time bring in new opportunities for future growth. This includes sales hunters who are good at finding new customers and helping them define their unique needs.
What fears or concerns do you see in the new leaders?
Fear and concerns regarding short and long-term roles.
Focus on the near term. The President is focused on the long term. Focus now on visiting customers, being introduced to them, and learning about them.
Are you fully focused on marketing of your services?
What is your Sandbox? What is your Value Proposition? What is your Brand Promise?
Define these and let the definitions guide your development of the sales leadership as well as the search for additional personnel.
Situation: A company has two key managers who battle constantly. Recently these battles have escalated. Both people are valuable, but this has become a significant distraction. What’s the best way to handle this situation? How do you deal with management infighting?
Advice from the CEOs:
Talk to the two people individually. Acknowledge company awareness of the situation and ask what’s going on.
Listen – make sure you understand what’s going on.
After you listen, coach. The message: I need you to step up. The company counts on you.
Both parties must feel empowered by the conversation.
Focus on behavior only, not the person.
Make sure that each feels validated but with clear direction to change behavior.
Acknowledge each individual’s value. Point out the problem, but make it clear that nobody is indispensable.
At the same time, be firm as to what is expected of individual behavior as well as individual performance. Set the expectation: either you act in a way which does not harm the company environment, or I will take your notice in 30 days.
If either individual can’t agree to this, then that individual is the problem.
Revert to guiding principles and values of the company. Raise the conversation to a higher level.
Establish what the individual wants from the company. Are their needs currently being met? What can be changed to better meet their needs?
An important end point of the conversation – because both are key players – is for each of them to value the other.
If, after providing time for the two to resolve their difference, they still can’t make peace with each other, you may have to make a hard decision.
Be careful – it may be necessary to take a different approach with each individual.
It may turn out that one individual is the instigator and the other is simply reacting to the first’s provocation. In this case, get a 3rd party to coach each of them.
Another company recently had this same problem.
The CEO sat each person down – talked about impact, big picture and what this does to their image in company.
Situation: A Company has a key customer that wants to upgrade the Company’s status as an approved supplier. This comes with a catch – the customer demands that the Company reduce the amount of its total revenue represented by its business with the customer. The customer doesn’t want the Company to be overly dependent upon them or their business. One option that the Company may explore is purchasing another business. When does it make sense to buy a company?
Advice from the CEOs:
The Company may be working under a false premise.
If the Company is truly a critical supplier, the customer is not likely to go away just because they don’t like a single ratio on how the Company runs its business.
The risk that the Company takes on buying another business is that this distracts the Company and ends up jeopardizing current business both from thus customer and others.
It makes more sense to explore acquiring another company if the Company’s broader goal is to become more diversified, or if new business commitments are forthcoming from this or other current customers.
What about this strategy makes sense?
Provided that the purchase of another company makes strategic sense, it may be feasible to finance the purchase of that company through a leveraged buy-out.
Be sure to build an earn-out with incentives contingent upon the seller staying on and helping to maximize long-term value of business.
As an alternative to buying another business, it may be possible to build a new lower cost/price version of the Company’s current product or service and build a new customer base for the lower cost version. This is how automobile companies use the same or similar frames, engines and many of the same components to create different cars for different markets.
Situation: A company has a long-standing relationship with key partner which has become strained for the last 9 months due to a combination of conditions. The partner’s Board recently terminated their CEO and their management is now in flux. Is there an opportunity to reestablish the old relationship by approaching the partner’s Board and how would you go about reestablishing this key partner relationship?
Advice from the CEOs:
At this point, the Board of the partner is likely focused on selecting a successor to the CEO, and dealing with internal matters in the interim. It may not be timely to approach them now, as they may dismiss your entreaty as a distraction.
If this tactic is to work, you will need a champion within the partner to promote reestablishment of the relationship. Try to identify such a person and approach them individually instead of approaching the full Board. The champion may be a Board member or someone with whom the Board has a strong relationship. This carries less risk than approaching the full Board. If the champion is not receptive, your likelihood of success with the full Board is slim.
Is there a past President or senior executive of the partner company with whom you have very good relations? An individual like this can act as a quasi-third party to help you to reestablish relationships with the Board or key management of the partner company.
Because of the risk involved, it may be best to do this quietly through a party whom the potential champion will respect and listen to, and take the lead from the champion if this individual is supportive of your cause.