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Designing a great sales compensation program that connects the strategy of your business to the front line sales people can be complex and time consuming, but the return can be significant.
“The comp plan is the caboose, not the engine,” says Doug Holland, director of human resources and compensation for Manpower Group North America, a global workforce solutions company. “Compensation should never be driving the strategy. The strategy drives the compensation.”
Sales organizations are built on rules: both internal rules and adherence to their customers’ rules. Obeying these rules is good – and has made many companies successful over the years. But when is it right to bend, or break, the rules?
Last week we discussed how questions can help to define your customer’s problem. For example, if your customer thinks he has a problem with growth in a particular product category, the right questions – around financial, market, product, and resources goals and limitations – can help you dig deeper and uncover whether another problem lies hidden underneath.
Last week mentioned a few common myths about creativity, and the week before that we asked if creativity even belongs in sales. We’ve had many responses on LinkedIn, and most agree: creativity absolutely belongs in sales. But there’s another myth about creativity that can wreak havoc on an organization’s attempts to bring innovation into sales:
Misperceptions about creativity and innovation are common, and may lead the sales organization in the wrong direction or prevent you from incorporating creativity into your sales practices altogether. You’re not prancing around with finger paints to find your inner Picasso.
This post is in response to last week’s question: Does Creativity Below in Sales?