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Let me just state upfront I’m a HUGE “Position Competency” supporter, fan, and cheerleader. There are companies that do an absolutely fantastic job in evaluating the yearly performance of their employees because of a system called competency modeling that’s followed throughout the entire year. One of the challenges of measuring lets say the performance of a VP of Sales after a year, is that there’s a tendency to only look at year-end profit/sales the VP of sales was responsible for and not other critical competency elements. Too often what typically happens is that there is a critical miss of additional data points that should be taken into consideration along with sales results in order to have a complete/thorough assessment of that VP of Sales’ year-end performance. Just to be clear I do NOT budge from the notion that year-end sales results don’t matter, on the contrary, when you don’t sell you have BIG PROBLEMS. What I’m suggesting is there are additional parameters based on overall competencies of the job that also should dictate ones performance, which I’ve highlighted below at end of this post.

We often hear these 2 buzz words in corporate America “succession planning”, and being a child from corporate America I can tell you succession planning is wildly interpreted differently depending on the company. In some companies succession planning has a hidden meaning say…favoritism, nepotism, and “menteeism” all the “ism’s” you can think of rather than….competency or performance. You can probably sense a little of consternation in my tone but interestingly I’ve benefited and been on the short end of various forms of succession planning so I can relate to both sides. Make no mistake it’s sometimes a challenge to evaluate year-end performance of an employee especially if you personally like them, and therein lies a big problem I see today. I’ve actually literally had sales directors do cartwheels before me singing the praises of his/her sales rep trying to convince me that the rep’s poor sales performance wasn’t indicative of their skill level and that it was due to unforeseen circumstances. Having a structured and thorough process in place that identifies specific job competencies removes subjectivity from the evaluation angle, and helps to clarify real time job performance. It also provides a valuable coaching tool for the manager and employee.

The reason why this subject is so important is because by far it’s one of the main reasons why employees leave a company or perform at sub-par levels…an inadequate performance review or subjective biases. Certainly, we’re all human and gut feelings/sub consciousness thinking come into play, however, in order to obtain and maintain a centers of excellence organization that’s competent and competitive an objective performance review process that captures “metrics” & “behaviors” is a critical success factor.

Below, I provide some areas to review after you’ve obtained year-end sales/profit results:

Competencies To Review:

  1. Sets Strategy and Direction
    a) Creates and communicates a clear, shared vision for the future consistent with the values and mission of Company X.
    b) Leads and promotes customer-focused strategies, and ensures strategic imperatives are transformed into actionable business plans.
    c) Maintains a balanced perspective between short- and long-term priorities.
    d) Manages the dynamic tension between stretch goals and realistic plans.
    e) Adapts quickly to new situations and changes in broader business. environment.
  2. Fosters Innovation and Continuous Improvement
    a) Quickly assembles information and leverages the diversity of others’ experience, backgrounds, and expertise when problem solving.
    b) Develops new insights and formulates innovative solutions by analyzing, synthesizing, and integrating data and information in the context of overall goals and objectives.
    c) Encourages and promotes creative problem-solving and breakthrough ideas, development of new systems, programs, and processes.
  3. Manages Business Complexity
    a) Makes timely, insightful decisions based on the best information available, and takes effective action incorporating reasoned risk-taking.
    b) Establishes and ensures adherence to corporate guidelines and processes within and across functions while maintaining an entrepreneurial spirit. spirit.
    c) Plans for growth and expansion, and acts as a catalyst for positive, constructive change.
  4. Inspires and Motivates
    a) Communicates with optimism, compassion, and sincerity across all levels. Creates energy, excitement, and personal investment in others.
    b) Instills a sense of urgency, focus, and optimism; even under adversity.
    c) Builds a culture of confidence, loyalty, and enthusiasm through constant training, development, support, reward, promotion, and individual consideration.
  5. Drives Performance
    a) Sets clear and challenging expectations and holds self and others accountable for meeting or exceeding them. Consistently delivers on commitments.
    b) Develops and applies new and unique methods and thinking to executing plans and strategies.
    c) Continues to drive performance until objectives are met – does not back down in the face of adversity or obstacles.
  6. Collaborates Across Boundaries
    a) Identifies and eliminates silo thinking, creates company-wide solutions, and builds long-term alliances throughout Company X.
    b) Partners with other departments, functions, or businesses to create action plans and achieve business objectives.
    c) Seeks multiple perspectives and engages in open and honest two-way communication to consider differing points of view.
    d) Consistently develops and sustains cooperative working relationships.
  7. Coaches and Develop People
    a) Develops self and others to accelerate performance in current and future roles.
    b) Provides others with candid, timely, and constructive feedback.
    c) Reinforces, recognizes, and rewards positive development in others.
    d) Maintains a talent mindset – consistently considers current team strength and future talent needs relative to business goals and aspirations.

“Sales & Marketing Performance Competencies”….MUST HAVES!

 

Checkout my “Commercial Excellence Plan” I do emphasize “Competencies” in the “People Development ” section:

Andre’ Harrell
AH2 & Beyond Consulting


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