Do you get on a scale, balance your checkbook or use a measuring cup when making a new recipe? Most of us do. But those who have problems with any of the above are often the ones who aren’t taking measure, aren’t setting clear goals and haven’t decided what they want and how to get there. Make those decisions, and everything begins to accelerate toward your objective.
For all that, another top management challenge involves how you manage and coach the highly talented, high-value employee, who often is a bit of a mustang and has had great early-career success. When I was 24 years old, I was put in charge of coaching six-figure earners on highly productive sales teams. My telling them what their goals should be and how to get there would not likely get the result of improved individual and organizational performance. I needed a different approach.
Have you ever read Plato and noticed how Socrates rarely ever made statements of fact but rather would question people about their reasoning and the foundations of their beliefs? He successfully influenced individuals, nations and cultures toward a higher plane of thinking and living—all with questions. That is Socratic questioning.
All motivation is intrinsic
Only individuals can make their own decisions and motivate themselves. Yes, it may be to get away from the pain of your threats, but motivation is from the inside. The individual holds all the power to change behavior. If someone has a strong enough will, nothing you do can change that person. Motivation is intrinsic.
So how well are you applying these proven principles to your top-echelon performers in leadership or your business development teams?
I’ve had more than 3,000 participants come through a sales strategy and sales innovation process that I’ve facilitated with hundreds of companies. I’ve asked a handful of questions that led hundreds of six-figure earners to double their income and production. Consider what questioning you might apply when managing your top-echelon performers.
Strategic Goal Setting Questions
An MPV Approach – Minimum, Primary, Visionary Targets
- What is the absolute Minimum quantifiable measure that you must accomplish regarding your production target?
- What is the Primary quantifiable measure that you must accomplish regarding your production target?
- What is the Visionary quantifiable measure that you must accomplish regarding your production target? If all the stars align and things go as well as you can imagine and innovations occur that you have yet to even imagine, then what is your Visionary Target?
Tactical Innovation Planning Questions – Critical Success Factors
- What is the single most important measurable activity that you could improve in quantity or quality to most accelerate you toward achieving results related to your Visionary Target? (e.g., more business development conversations)
- Is there any other activity that could be improved—a root activity—that leads to your getting more of the measurable results above? (e.g., more phone calls to set appointments or to have those conversations)
- Is there any other root activity to the question above that could lead to accomplishing more results related to your target? (e.g., blocking off more appointments with myself to set more appointments, have more conversations)
Ask a few goal-setting and tactical questions. Then, ask how your top performers want to implement their plans. The beauty of the plan and the measures is they are theirs, not yours. People tend to support that which they help to create. For more coaching tools, request a free copy of my book Growth or Bust!
Mark Faust works with owners, CEOs and sales managers who want to grow their businesses.
You can schedule a free growth ideas session with Mark. Simply book your time by visiting
https://calendly.com/markfaust
