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As sales executives determine priorities for their business, they need to set their C-level goals. These define the objectives for the sales compensation plan. They provide clarity for how to design the plan and the behaviors the plan’s going to drive in the organization. Once set, the C-level goals will force answers to the key questions – “How are we going to market?
This is the second in a two-part blog. For Part I, please click here.
“I like to say that the comp plan is the caboose, not the engine,” says Doug Holland, director of HR and compensation at Manpower. “Compensation should never be driving the strategy. The strategy drives the compensation. It’s incredible, especially in times of stress, how that message can kind of get lost.”
This is the first of a two-part blog. Read Part II here.
One of the first things we do when we look at sales compensation is ask: How should the priorities of the business be represented in the sales compensation plan?
One of the ironies of sales compensation is that while it’s a tactical program, it can churn up issues that are actually bigger sales effectiveness misalignments.
Company culture plays a huge role in making change. Some cultures operate on stability and are naturally change averse, while others are change tolerant and even change seeking. It’s important to know the organization’s and individuals’ comfort level with change in order to message and manage well.
Craft the Change Story