Question: I like the idea of setting goals for personal improvement, not only with my salespeople but for my own growth and development as well. Can you give me a more specific idea of what kind of goals I should be creating?
Answer: Sure. This is one of my hot buttons. I believe that salespeople should be continually focusing on personal development – and implement continuous self-improvement. That means that they should create specific personal goals, each month, to become better, more competent, and more valuable people. It’s not only a good idea for salespeople, but also for business owners, sales
managers, and executives.
These personal goals articulate an improvement in skills, the acquisition of competencies, the addition of knowledge, or the participation in learning events that you would like to achieve this year. I’ll explain each.
Types of Personal Goals
Improvement in job-related skills. You may, at the beginning of the year, decide that you really do need to do better at coaching your salespeople. That’s a skill that takes time and practice to develop. It helps you do better at the job you are doing. So, when you decide to improve in this area, you make a commitment to improving a skill that directly impacts your
job.
So, too, with salespeople. There is a set of competencies that every salesperson needs to have in order to be competent at the job. (See my book, Taking Your Performance Up a Notch) There should be an assessment of what competencies they have and in which of those are they strong and weak. Out
of that should come a commitment to improving some job-related skills. For example, one of your salespeople may need to become more proficient at building relationships, becoming more organized, etc. These are all job-related skills.
Acquisition of collateral competencies. These are things you learn which improve your value to the company and qualify you to do something other than the job you have. For example, you may decide to improve your strategic planning skills. Not that you use these skills that much in the job that you have, but it’s a competency that will make you more valuable to
the company. And, who knows, if you become CEO one day, you’ll need that. Some of your salespeople may want to focus on collateral competencies.