Posted by: drewdice | February 18, 2011

Value Based Outcomes

In working with, coaching, leading and enabling the success of hundreds of sales professionals over the past 19 years, I have had the privilege to spend time with some of the finest producers, many average performers, and, well, quite a few folks who just didn’t “get it”.

As surely you have, I have been exposed to many thoughts and theories about top performers, and a multitude of positions on how performers can reach higher levels of sales success – here is a sampling of philosophies, styles, approaches, methods and frameworks:

– Spin Selling
– Sandler
– Miller Heiman
– Quest for Yes
– The Power of Nice
– Selling to Vito

I haven’t even touched on some of the thousands of personal production formulas, such as the 4 Hour Workweek, 7 Habits of Highly Effective People, Getting to Yes, Eat That Frog, you get the picture.

One of my favorite people, Kim Kemp, forwarded me a blog post today, talking about how lazy sales people may be good ones to study…the successful ones, that is. That somehow, these folks have figured out the key areas of focus needed to drive higher levels of sales, and then, for lack of a better way of saying it, they goof off the rest of the time. The position was not to emulate laziness, but rather to understand the key things that these performers do to achieve success.

Well, that is just it, right? Top performers, regardless of job function or role, understand critical outputs of value they must create on a daily basis to have sustained, high levels of success. Am I speaking of beating quota? No. That’s right, I said no. Top performers, most often, do not actually keep track of quota achievement as a top measure of success. They know that if they produce leading outcomes of value, that quota will be a non issue. They don’t focus on the money, and more than enough comes their way. Sound counter intuitive? Not by a long shot.

Sales professionals that only, or primarily, concentrate on quota, dollars sold, gross revenues (you get the point), miss the essence of what really matters – things such as:

– creating reciprocal relationships with prospects and customers, based on trust, credibility and reliability
– developing raving fans, advocates, referral sources….
– building targeted and deliberate account plans and strategies to deliver value to customers, create meaningful conversations, build new connnections, and establish a foundation for long term success

Get the picture? Pick your methodology, your philosophy, your framework….it all comes back to the same things for me:

– Align the organziation on where we are going and the definitions of success
– Define the critical outcomes of value that the sales performer (or other role)
– Give people the autonomy and space to do what they do best
– Foster a collaborative environment that encourages and enables the sharing of best practices, all aimed at better service to customers
– Hire performers who fit the organizational culture and value system

Rinse. Repeat. Grow. Have fun.



  1. […] This post was mentioned on Twitter by Andrew Freedman, Andrew Freedman. Andrew Freedman said: Value Based Outcomes […]

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