Jack Dalyexample, there should be a set number of the following activities in
order to hit your numbers:
- outbound calls ,
- face-to-face appointments,
- presentations that need to be made,
- tradeshows to participate in,
- ne tworking events to be active in,
- marketing initiatives that we’re going to undertake.
In each business, we can discover what those specific activities are
th at are incumbent upon our being successful and then go about doing
th ose activities and the rest will take care of itself.
The thir d st ep in goal setting for effectiveness is a system of
measurement. The system of measurement is if we’re going to have a
weekly list of activities that need to be done, we should keep track of
whether we did them or didn’t do them and then measure against it
accordingly.
The fourth step is a system of accountability. Find four or five key
people who will visit with you at l east quarterly. Stagger th ese visits on
a monthly basis so that at least once a month someone is sitting down
with you and holding you accountable to what you said y ou would do
fr om a goal-setting and fr om an activity standpoint.
I have completed eight Ironmans. Along the way I’ve also completed
fifty marathons. Whether we’re talking about an Ironman or a
marathon, you can’t wake up one morning and read the paper and say
“A-ha, tomorrow they’re doing a marathon in my city. I think I’ m go ing
to run in that.” You just don’t get up one morning and do that, but if
you were to break down the three months prior to a marathon into
weekly activities and then identify the number of training miles you
need to put under your belt on a weekly and then daily basis and get up
every morning and do these things, three months later you could
actually show up at race day and pull it off.
The same is true of sales. As a salesperson, when you set your
annual goals it’s no different than setting a goal to do an Ironman or to