Top coaches like John Wooden and Bill Walsh taught that winning is a byproduct of executing the process correctly. Instead of fixating on sales numbers (the score), leaders and sellers should analyze and improve the daily inputs and activities that ultimately produce the desired results.
When addressing performance issues, managers must focus on specific actions, not on labeling the person. Calling an employee 'bad' is destructive and unhelpful. The focus should be on the specific behavior that needs to change, preserving the individual's self-worth and creating a coachable environment.
Top performers aren't just motivated by commission; they find genuine enjoyment and purpose in the daily activities of selling, like serving clients. This intrinsic motivation leads to consistency and excellence, whereas hating the process just to hit a target will always limit potential.
A dip in performance is rarely a sudden event. It's often the result of a gradual, almost imperceptible erosion of effective processes and behaviors over time. Consistent activities, like posting on LinkedIn, don't stop abruptly; they fade away, leading to a negative impact on the 'scoreboard.'