A roadmap from here to there is rarely a straight line. The road will follow the lay of the land, bending this way and that as it runs into barriers. It wants to take the most direct route, but attractions along the way will ease the trip and make it more interesting. The important thing is that it is a plan, a strategic attempt to take you where you want to go. So, too, drawing an employee recognition roadmap promises a strategic and tactical path to success.
End of the road
The Sales Manager needs to visualize the end of the road. If success is the goal, you must be able to see it. The picture needs numbers and dollars attached. It must be something more specific than “success” or “improvement.”
Start of the journey
The individual Sales Representatives have to see the end of the road, but their attention will focus more on the start and the turns in the road. They will tend to focus on the steps rather than on the big picture. So, you have to keep the whole picture in front of them continually drawing connections between the steps and the finish.
Handling the curves
Just like the curves on a mountain road, a driver must approach with lower speed and lean into the turn. The strategy approaching a turn in the road is to take it with the least effort and loss of momentum. Now, the Sales Manager is tasked with coaching the Sales Rep through the turn. The end of the road remains the goal, but Sales Reps need to see how they can benefit from each turn and from taking the most effective option when they reach a fork in the road.
Enjoying the attractions
Sales Reps need engagement along the way. They must have some roadside attractions to make it worthwhile and attractive. They have to eat and rest along the way. But, the Sales Manager should place and time these options to engage the Sales Reps. Engagement and recognition raise and sustain the Sales Reps interest and motivation.
Picturing the risks
Any road will face some challenges, physical and otherwise. If there are to be pitfalls, the Sales Manager must foresee and describe them. The Sales Reps can better manage and process these risks if they know what to expect, how to handle them, and what’s in it for them.
Smoothing the path
As the “game master,” the Sales Manager understands that drawing an employee recognition roadmap should not be challenging just for the sake of the challenge. The trip is not a speed sprint. Every step on the journey has to be meaningful and productive for everyone involved. And, that takes a Sales Manager who understands that for Sales Reps to make it from start to finish is multi-dimensional process.
Drawing an employee recognition roadmap takes skill and planning. You have to remember that the sales life is not a board game. It is a lot more difficult than playing Monopoly, Candy Land, or Chutes and Ladders. It requires project management that roles out, engaging and mentoring on its way towards a tangible goal.
Drawing an employee recognition roadmap is more complicated than a metaphor. The whole concept needs more development than our space here. But, I encourage you to continue this dialog towards creating a “bow-to” lay out the tactics and strategy.
Drawing an employee recognition roadmap image courtesy of bplanet at FreeDigitalPhotos.net
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