Setting stimulating goals

Most sales coaches stress that goals should be realistic, which is somewhat
true, but realistic goals that don’t make you stretch are of little use. I prefer
to encourage the salespeople I coach to set stimulating goals. A goal should
always make you reach outside your comfort zone. It should always include
some level of risk. A good goal should include the following:

Statement of the goal
Starting date
Completion date
Statement of how success is going to be measured

Sales quotas can do more harm than good, particularly if they are pinned to a
deadline. A sales quota can often make you so motivated to close a sale that
you’re powerless to negotiate with the buyer. Buyers are often well aware of
sales quotas and can use them to negotiate a more attractive price and terms.
Try to think of different goals, such as acquiring a certain number of new customers
or increasing the number of cold calls you make by a certain percentage.

Plotting your course The best laid plans of mice and men may often fail, but trying to achieve a
goal without having a solid plan in place is pure folly. Plot your course from
point A to point B, so you know where you are, where you’re going, and how
you’re going to get there before you even take that first step:

1. Determine where you are first. By logging your point of departure you
can more effectively measure your progress later.
2. Set your goal or destination, as described in the previous section.

3. Include a timeframe to keep yourself on track.
4. Identify your objectives. Objectives are like milestone markers, rewarding
you when you complete each leg of the journey.
5. Plan an overall strategy for achieving success. What sort of tactical
plan can ensure success with the least amount of effort?
6. Identify tasks. Break the process down into individual tasks to make the
plan feel less overwhelming and more manageable.
7. Identify the resources you have on hand, including personnel and
equipment.

Don’t get hung up thinking that you have to do everything yourself. Identify
the tasks you are well-qualified to perform and then delegate the remaining
tasks to more capable people who have more time. A good rule of thumb for
hiring people is this: If you earn more than enough per hour to cover the cost
of hiring someone else to do the work, hire someone. Also, if you can do
more and sell more with an assistant than you can without one, hire the
assistant. At least try it.