Even though it is out of fashion to look at activity, things like client meetings and proposals are still useful leading indicators. As a sales leader, you need key performance indicators and metrics that tell you how many new opportunities your team created, the value of those opportunities, and the likelihood of winning those opportunities. Leading indicators provide information about what your future holds. The mistake some leaders make is focusing on the lagging indicators, ignoring the leading indicators, eliminating the opportunity to make adjustments before they fail to execute. You must have a way to measure your results that provides both leading and lagging indicators. KPIs and Metricsįlawless execution is impossible without key performance indicators and metrics.
Mission command means the leader expresses their intent and establishes the operation plan and guidelines, providing guidance, but leaving room for people to improvise if necessary. In the military, there is a concept called mission command. In sales, your processes and methodologies provide operating procedures and directives. Your operating plans and directives provide guide rails for people to observe. If you create a compelling, differentiated level of value as a way to flawlessly execute, you can’t also compete by having the lowest price. If you are high trust, high value, and high caring, a transactional approach breaks your model. If you lead a sales organization, it’s vital that you acquire and win new opportunities, but it may matter very much how you approach that goal or outcome. Your goals and outcomes, however, will require that certain things are done in a specific manner for you to execute flawlessly. What’s most important is that you reach your goal and produce the outcomes that would rise to the level of flawless execution. There is always more than one way to do something. As a leader, every conversation is an opportunity to speak to your purpose, your goals, your results, and why they are essential. It guides their efforts towards the goals and outcomes. This first pillar is what provides people with a sense of mission and direction. The first challenge of execution is clearly defining your goals and outcomes. Without goals and outcomes, people give their attention to things that aren’t important or don’t contribute to your desired results. If you are a sales organization, performance might start with goals around acquiring your dream clients with a certain amount of revenue as the outcome.
Execution starts with goals and outcomes. If you want flawless execution, these six pillars will provide you with structure and a guide to making improvements. Without structure and a few disciplines, you make performance difficult at best, impossible at worst. Whether you are trying to stand up a high-performing sales organization or an operation that serves clients, execution comes with a set of challenges of its own. Our online platform, Wiley Online Library () is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities.Ideas are easy. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations.
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