How can you evaluate your team's performance for better results?

Evaluating Your Team for Peak Performance: A 4-Step Guide: 1. Align with Goals and Metrics: Before you evaluate, ensure everyone is on the same page. Revisit the team's goals, both individual and collective. These goals should be SMART (Specific, Measurable, Achievable, Relevant, and Time-bound). 2. Gather Data from Diverse Sources: A comprehensive evaluation needs a multi-dimensional perspective. Use a combination of quantitative and qualitative data sources. 3. Look Beyond Individual Performance: While individual contributions matter, focus on the big picture – how well the team functions as a unit 4. Engage in Open and Honest Dialogue: Schedule a team meeting - Be transparent and encourage open discussion

After having defined the company goals, you should start by investigating what are the gaps you have. This means that you need to have had settled leading and lagging indicators before going forward. Once you have gaps mapped and real opportunities to reach full potential of each member of your team, then you can start target cascading. Afterwards, SMART metodology is the well known way to keep team in touch and engaged to reach the targets.

To drive growth quickly, it’s critical to have the right goals. But, how do you help your team set the right goals from the start? You need to focus on nailing (2) things: 1/ Backward Looking KPIs — focus on the desired OUTPUT. This is the desired business outcome such as Revenue (ARR, MRR) or the Growth Rate you’re targeting. 2/ Forward Looking KPIs— these are the INPUTS that will deliver the desired output, such as Revenue. These are the key, measurable activities or actions that deliver the desired output (quantity of customer meetings or quotations sent per week). If you get these right, you will grow. It sounds easy, but getting these right can be harder than you think— especially if you are targeting growth in a new area.

les objectifs SMART sont fixés pour chaque membre de l'équipe avec un plan d'action et une répartition des tâches selon les responsabilités de chaque collaborateurs

I particularly believe in shared action, betting and participating together... we share failures and celebrate victories. Periodic evaluation for points of improvement no longer fits into the current model for high performance team. Working together allows for mutual learning in real time... in addition to creating a strong bond of trust between manager and employee.

When you use a multiple sources of data, sales team could have a more complete business vision. Once you combine quantitative and qualitative indicators you keep line of sight and strategy aligment.

Every team member has a different personality and arent good at everything its the team leader to know whos good at what and than give the task accordingly and check did he performed give the team confidence to bring out the best grade them keeping in view the atmosphere space given to them

Usually the tendency remains to focus on just sales numbers for recognizing sales teams. However, for ensuring sustained business volumes measuring the performance from multiple perspectives becomes imperative, such as number of customers contributing to the business, quantum of supporting investments, processes involved in conversion of customers.

La información es poder. El poder contar con diferentes bases de datos o información desde distintos prismas, hace que la organización así como sus pilares es decir, las personas, puedan tener mayor visión de sus fortalezas y debilidades, lo que contribuye enormemente a desarrollar de una manera más robusta sus tareas y contrarrestar de una forma más efectiva aquello que puede ser mejorable o incluso que está penalizando a la compañía.

É sempre importante construir um histórico de KPI's de volume de vendas e também de qualidade no atendimento, que servirão de base para definição das Estratégias Comerciais e das Metas de Vendas. A partir do momento que se obtém indicadores do negócio para a Tomada de Decisão, a Gestão Estratégica e a Comercial se tornam mais efetivas na definição dos objetivos e alcance dos resultados, além de servirem como direcionamento do negócio e da gestão da equipe.

Feedback must be a part of performance improvement process. I used to compare feedback with a treasure map. When you receive a grounded feedback you have a detailed development plan. The only thing you need to do is follow the instructions.

Hazlos dueños de su tarea dandoles permanente feedback. Por otro lado informa tanto de sus exitos como de sus errores y alinea todo el equipo en el mismo objetivo

Uma ótima estratégia de Feedback é usar o método SAR. Trazendo a situação ocorrida, com a ação e por fim o resultado. E assim fica claro o ponto de melhoria.

Regular feedback is pivotal. I schedule both weekly one-on-ones to discuss performance as well as debriefs after discos and demos, offering both praise and constructive feedback. This ongoing dialogue ensures issues are addressed promptly and successes are recognised, fostering continuous improvement.

Não existe sucesso sem o feedback em todas as hierarquias e etapas dos processos, é a maneira mais transparente de definir e ajustar a todo o ciclo de vida na relação das equipes.

Você precisa engajar o seu time e fazer com que entendam a importância do seu autodesenvolvimento. Quando o time de vendas incorpora o desejo de se desenvolver às suas prioridades, tudo se torna mais fácil.

It is important to have a constructive dialogue with each member of the sales team to ensure that the objectives are clear and achievable. Together we define a motivating short- and medium-term action plan to achieve the best possible results for our customers and the company. Il est important d’avoir un dialogue constructif avec chaque membre de l’équipe de ventes pour s’assurer que les objectifs soient clairs et réalisables.., ensemble nous définissons un plan d’action motivant à court et moyen terme pour atteindre les meilleurs résultats possibles pour nos clients et pour l’entreprise

A extrema complexidade das operações organizacionais dos dias atuais me trazem apenas uma certeza: ninguém sabe de todas as coisas. E é partindo desse princípio que a colaboração deve ser incentivada a todo momento, em busca de equipes de alto desempenho. Pessoas talvez não desempenhem o esperado para determinada tarefa simplesmente por estarem limitadas a um determinado modus operandi, pouco debatido, pouco compartilhado. Nisso, se faz importante a cultura de envolvimento da equipe nos processos de avaliação para que, a partir da troca e de diferentes experiências, se construa um ambiente mais diverso e aberto ao conhecimento.

Cuando pones tu nombre a evaluación junto con el de tu equipo, creas un marco de confianza y de empatía con tu equipo, los invitas a estar en un escenario donde pocas veces se ponen. Involucrar es: Invitar a liderar, convocar, acompañar, discernir sobre el equipo y como mejorar.

By involving your team, you gain the benefit of complete buy in of the concepts you are evaluating! This is unmearsurable when it comes to support of your goals, and success.

Introduce a process for self evaluation. Reflective thinking helps build their character. What could they do better? What could they do differently? What approach works and what does not? It helps them understand their own shortcomings and helps you understand their struggles, shows empathy and also builds a good foundation to mentor individuals, In my experience it has helped organise teams as you are better equipped to understand individuals.

Certainly NOT only from the final result. It will vary based on the stringent target or relaxed target. The efforts taken, current progress and the effective clear action plans for each milestone are highly important to measure the team performance. Creating the environment and supporting each other for common goals is essential and it will lead to success in individual performance and team performance.

Constant evaluation of the metrics you are using is essential to keep your team engaged. Once you've found your own indicators, you should take a look at the adherence of them and think about the adjustments that are possible to broaden this perspective!

En un mundo global, al final el cambio es constante. Tiene que haber unos objetivos que se ajusten a los criterios y métodos fijados por la organización, estos son necesarios para que la persona se sienta comprometida y vinculada, pero el resto, al igual que cambia el mercado, los clientes e incluso el negocio, es necesario cada cierto tiempo revaluar la estructura de evaluación. Saberse adaptar a cada momento, e incluso adelantarse a las predicciones, es la base de la evolución y del continuar marcando la diferencia en un modelo de cambio constante.

Saber critérios, saber o que pode se fazer. Faz entender o que é correto e quais são os critérios. Explicar tudo e constantemente chamar para falar regras, normas, funcionamento de tudo. É muitíssimo importante reuniões constantes , quinzenais se possível.

It does zero good to set new goals to not follow up on them. You gotta hit the Gemba with your team, and work with them to drive the results you are looking for.

A company's objectives are common to all staff, but it is appropriate to adapt the action plans to each commercial in my team according to their expertise, experience or weaknesses... If the objectives are achievable, clear and motivating, success will follow 💪 Les objectifs d’une entreprise sont communs à l’ensemble du personnel mais il est opportun d’adapter les plans d’actions à chaque commercial de mon équipe en fonction de son expertise, son expérience ou ses faiblesses… Si les objectifs sont réalisables, clairs et motivants, le succès sera au rendez-vous 💪

Muitas vezes somos surpreendidos com um único feedback, e quando ele chega só no final do processo, não é assertivo com o colaborador. Fazer a gestão do resultado compartilhado se faz necessário para corrigir rotas ainda no meio do jogo. Manter um quadro de gestão ativa e demonstrar semanalmente a visão do resultado individual, faz com que seja mais tangível as observações e recomendações de correção de rota. O papel do gestor da equipe de vendas não é só direcionar e esperar o resultado chegar, mas direcionar, acompanhar, sugerir rotas alternativas e ser o porto seguro da sua equipe.

Implementing action plans and follow-up is the most important step. By conducting regular follow-ups and action plans, a leader demonstrates essential leadership skills. This approach ensures that Key Performance Indicators (KPIs) and goals are tracking in the right direction. Moreover, it allows for timely adjustments if changes are required.

O que eu poderia agregar ao que já se tem neste artigo seria, nunca dê um feedback sem dados e fatos, deste jeito se torna um feedback profissional e não pessoal. Se faz fundamental principalmente na área comercial uma análise de dados importante para criar um diagnóstico de onde o seu liderado necessita desenvolver. No momento do feedback traga estes dados e fatos e divida com seu liderado, pergunte a ele, faça ele fazer parte do feedback, para que cada vez mais tenha capacidade de se tornar autogerenciável. Por fim, juntos criem metas futuras, utilizando a ferramenta SMART, coloquem no papel e assinem. Acompanhe e utilize para novo feedback.

Communicate what will measured and how it will be measured. communicating and getting the buy in on the measurement criteria and method is a pre-requisite to performance measurement. such participation also clarifies to the team their performance objectives/ goals and act as motivator (goal-setting theory).

A verdade e transparência devem ser o seu Norte: Esclarecer dúvidas, aplicar feedbacks devem fazer parte da rotina da liderança, no entanto se nestes faltar transparência e verdade não haverá espaço para uma relação de confiança entres os envolvidos. É claro que algumas informações são e devem ser mantidas restritas, no entanto, a falta de transparência e verdade pode afetar drasticamente a forma como o time te enxerga e haverá um vácuo abissal que poderá colocar todo o trabalho a perder

The key to having a motivated, high-performance team is to create a climate of trust and to support your team every day by setting an inspiring example. L’important pour avoir une équipe motivée et performante, c’est de créer un climat de confiance et de soutenir chaque jour son équipe tout en étant un exemple inspirant au quotidien.

I look at the result of the team, next to one by one. Here we should evaluate 2 edges: Result and Process. First, the result could not be obtained yet, so what should happen here. Salesmen approach the client in the right way or not, whether we need to train skills and knowledge again. Second, we will review the process - meaning they really try to get the goals or work at the so-so level and their working attitude. In summary, we can focus on two edges and explore it one by one with the purpose of helping the team and individual get the team's goals.

Agregaría la relevancia de DELEGAR, como punto de inflexión para aquellos que hayan demostrado que pueden asumir nuevos retos, pongan en práctica todo lo aprendido. Es una buena oportunidad para que saquen con éxito algunos planes y también para que cometan ciertos errores que quizás más adelante puedan costar más de lo esperado. Lo que quiero manifestar es que nuestro privilegio como líderes es formar y construir caminos, y para esto hay que identificar a los High potential. Una herramienta útil es nine box, que a través de la evaluación contastante de desempeño, nos permitirá tener a nuevos líderes para la organización.